Pilot Sell Self
I generated a 6.6% increase in productivity for brokers and revealed over 60 strategic improvement opportunities.
Client
MRV & Co
Role
Product Designer
Product Stage:
Growth
Year
2022
01
Challenge
The experience depended on the early collection of data and a single flow for clients and brokers, limiting the exploration of ventures and resulting in sharp declines right from the first steps. The absence of a user-centered strategy made navigation unintuitive and reduced the perceived value of the platform.
02
Solution
Following a deep investigation and a pilot with A/B testing, prototypes, and behavioral analysis, I restructured the initial journey focusing on exploration freedom, visual appeal, and strategic branching of the flow. The new digital showcase, filters, and rich content made choices more emotional, while options like skipping the simulation increased efficiency in negotiation.
03
Results
The evolution of the gallery and the digital showcase has increased conversion and usage in stores, generating a +6.6% productivity boost for brokers and revealing more than 60 strategic improvement opportunities. The journey has become more flexible, allowing for more natural choices and strengthening the role of the platform as a protagonist in negotiations.
Trade-offs
Reducing initial friction meant taking controlled risks in the funnel by removing traditional data capture barriers. The decision to split flows for clients and brokers increased structural complexity but brought strategic gains in commercial efficiency for the broker and freedom for the end client to explore.
Overview
With many doubts hanging in the air, it was necessary to define a starting point. To do this, I analyzed every detail of the product in its current state; mapping the points of contact, conducting market research, participating as a mystery shopper, interviewing people, analyzing the conversion funnel, and how the users interacted with the brand through different channels, such as the website and the bot (MIA).
The benchmarking was also a valuable moment, pointing out the similarities, the differentiators, and the available opportunities.
The investigation revealed not only UX failures but also the absence of a user-centered strategy.
After analysis, opportunities arose at different stages of the journey, but the critical gap identified in the “Waiting for Service” and access to the “MRV Client App” became evident.
Conversions depended almost exclusively on two entry points: the chat button and a registration form, both requiring personal data and marketing consent right from the start.
The data analysis showed that less than half of the users completed the process, with a sharp drop-off occurring right in the early steps (early drop-offs). The main barriers were the early request for sensitive information and the lack of freedom to explore the content before committing or realizing the true value of the product.
At the end of the problem understanding phase, three main points became evident:
✋ Early collection of sensitive data
The requirement for information right from the start deterred potential customers
🏠 Lack of freedom to explore developments
Interface with little visual appeal and limited information in choosing units
👥 Rigid and non-democratic journey
Clients and brokers, with distinct profiles, were forced to follow the same flow
The Pilot
The next step was to transform insights into testable hypotheses. We then planned a pilot, selecting specific projects within a determined time frame.
I was directly involved in defining the experiments and variations tested, writing the hypotheses, the prototypes, and monitoring performance (via A/B testing and behavioral analysis through recordings).
Here we also took the opportunity to conduct research (surveys via Hotjar) and interviews with users.
Insights from the Pilot
The pilot was a success, running for just a few days and impacting over 700 clients with only a few projects!
More than 60 opportunities for improvement identified, with hypotheses validated based on real behavior. To aid in visualizing the collected information, I used a Journey Map:
This entire process revealed important insights, especially in the initial stage of Choosing a Project and Unit:
🎭 Balance
A balance between discovery for the client and commercial efficiency for the broker
👥 Behavioral Differences
Broker preferred to skip the simulation and go straight to the credit analysis as a negotiation strategy
🧭 Navigation
Unintuitive flow, with no filters and a confusing content structure
👁️ Visual Appeal
Interface lacked attractiveness and was unclear in presenting the units
🏡 Content
Users expected a more engaging experience, with images, plans, videos, and differentiators
"The brokers showed insecurity. They preferred to use their own 'non-standardized' materials rather than present the MRV Platform page while conducting negotiations with the client."
Strategy and Execution
We conducted an ideation phase through the construction of a USM, which facilitated the design process through the criteria and helped with prioritization cuts.
Among the proposed improvements, we can highlight the "showcase"; which features larger cards that highlight the project photos and display the most important information at the moment of an initial choice.
We also understood that it should be easy to navigate and organize among the possibilities; therefore filters and sorting become essential.
When showing interest and selecting a project, it is important to display what is expected at that moment; detailed and unique information about that unit, such as internal images, plans, technical sheets, specific characteristics, and videos.
For the broker, a fork between “Simulate Financing” or “Start credit analysis” is essential. Allowing the broker to proceed more efficiently.
Results
📈 Increase in conversion and usage in stores, with the evolution of the gallery and digital showcase
📈 +6.6% in productivity in the brokers' journey, with the option to skip the simulation
📊 +60 improvement opportunities mapped in the pilot phase of MRV
Some impact on business and experience was also observed, changing user behavior:
✅ More freedom to explore information and ventures directly on the Platform
✅ More emotional and less procedural choice, supported by visual content and differentiators
✅ Flexibility in negotiation, making it easier to switch products during the journey
Learnings
Despite the significant results, it was possible to learn from mistakes and suggest evolutions:
📌 Need for personalization: different profiles (customers and brokers) require their own flows
📌 Testing and monitoring must be constant, only then is it possible to evolve