Case Study
BR - SP
2009 - 2025
MKTplace
Loja Vivo
www.loja.vivo.com.br
Mar 2020
Type: Responsive plataform
Comissioned by: Fjord Accenture
Related metrics
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Montly active users
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Bounce rate
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CAC
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CLV
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Csat
Context
Vivo Telefônica is one of the largest telecommunications companies in Brazil, offering a wide range of services including mobile, broadband, pay TV, and digital solutions. As part of the global Telefónica Group, Vivo is known for its extensive network coverage and commitment to innovation, providing reliable and high-quality connectivity to millions of customers across the country. The company focuses on delivering cutting-edge technology and exceptional customer service, catering to both individual consumers and businesses. Vivo is also dedicated to sustainability and digital inclusion, playing a key role in advancing Brazil's digital transformation.
Telecom companies were actively embracing digital transformation to enhance customer experiences, streamline operations, and introduce innovative services. The telecom sector was marked by intense competition, To retain customers and increase average revenue per user (ARPU), telecom companies were increasingly offering bundled services, combining mobile, internet, and entertainment packages. With the commoditization of traditional telecom services, enhancing customer experience and building loyalty became critical differentiators.
Challenge
Increase Vivo Telefônica's market share (B2C and B2B), to leverage the existing gaps and opportunities in the digital market to create a comprehensive e-commerce platform. as an unprecedented product in the Brazilian telecommunications segment to create a digital ecosystem where users could access a wide range of products and services.
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Align with the growing trend of digital marketplaces, offering convenience and a broader range of services to customers.
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Integration with backend and microservices already defined and known in the market (Vtech solutions)
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Provide a platform that fosters greater customer interaction and engagement, thereby improving customer loyalty.
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Introduce new revenue opportunities beyond traditional telecom services, such as through partnerships with other brands and businesses.
Team
Davi Januário
Product Designer
Débora Abouchedid
Product Designer
Leonardo Amorim
Researcher
My responsabilities
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Presentation of results and "go no go" definitions with product and engineering
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Validation of the project's value proposition
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Definition of the information architecture, site map and product categorization
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Definition of visual standards and interactions
Impacts
Result of the all development done during the period I worked in the squad.
3 months
Developed in a short period from concept to launch
20 essencial components [ds]
Definition of visual and interaction standards
62
Csat
50K user/pd
in the three first months of launch
Exemple
of outcome
High complexity
Design process
2009 - 2024
BR - SP
Duration
3 months
Tools
Tools
Design
process
Pain
Validate the project's value proposition, Marketplace. Categorize products, organize information from various players registered on the platform, present features and new features to the user during the purchasing process. Reinforcing the power of the Vivo brand.
Job to Be Done
View and search for products available on the website, analyze and define product specificities at the decision stage and save the search or make payment, choosing the best option available whem the user want to finalize.
Below some of the key metrics analyzed:
00%
Percentage of Complete Medical Records: Percentage of patient profiles with complete, up-to-date medical histories integrated into the platform
0.0 seg
Average Time for Data Retrieval: Time taken to retrieve a patient’s medical history during a consultation
0.0/ 5
Average Time for Data Retrieval: Time taken to retrieve a patient’s medical history during a consultation
Enhancing the digital platform with efficient product categorization, a streamlined search process, and flexible payment options will improve the user experience, reduce decision-making time, and reinforce the Vivo brand's value proposition in a competitive marketplace.
Product Categorization: The platform currently lacks an efficient system for categorizing and organizing products, making it difficult for users to find relevant options quickly.
User Experience: The process of searching for and selecting products is not streamlined, potentially leading to user frustration and lower conversion rates during the purchasing process.
Information Overload: Users may face information overload when presented with numerous options from various players, leading to indecision and delayed purchases.
Brand Reinforcement: There is a need to clearly differentiate the Vivo brand within the platform, emphasizing its value proposition amidst a highly competitive telecom marketplace.
Payment Flexibility: The platform may lack sufficient options for users to easily save searches or select from multiple payment methods, impacting the ease of finalizing purchases.Below some of the key metrics analyzed:
00%
Percentage of Complete Medical Records: Percentage of patient profiles with complete, up-to-date medical histories integrated into the platform
0.0 seg
Average Time for Data Retrieval: Time taken to retrieve a patient’s medical history during a consultation
0.0/ 5
Average Time for Data Retrieval: Time taken to retrieve a patient’s medical history during a consultation
Product Categorization: Implement an advanced categorization system that organizes products clearly, making it easier for users to browse and find relevant options.
User Experience: Introduce a user-friendly interface with improved search and filtering options, streamlining the product selection and purchasing process.
Information Overload: Develop personalized recommendations or filters to help users focus on relevant products, reducing information overload during decision-making.
Brand Reinforcement: Integrate branding elements and messaging that consistently highlight the unique value of the Vivo brand throughout the user journey.
Payment Flexibility: Provide multiple payment options and the ability to save searches or carts, giving users more flexibility and convenience when finalizing purchases.
Learning
In-depth interview - I participated in 40 interviews throughout the process, at the beginning of the project there were 25 and 16 in the concept test. This opportunity gave me the ability from co-creating the research roadmap to creating the concept wireframes, having an overview of the users' needs and uniting all the points that generated the project's experience drivers.
Refined prioritization - Diversity of processes and workflows required enough knowledge to understand the pain and recommend solutions and within a short timeframe to know what to attack, what to show and explain to stakeholders was a learning experience to ensure scalability and real impact value of the project.
