Rebuilding the Paymi experience

Challenge

I was tasked with relaunching EQ Works' new acquired Paymi Rewards: new branding, improved web and app experience in under 6 weeks. I needed to give their team what they needed to execute their relaunch successfully.

Result

The new brand guidelines and dev-ready designs made it really easy for their team to build the experience quickly and market it effectively. In the month of relaunch, email campaign CTR was up 25%, card-linking members up 5% and onboarding drop-off was reduced by 20%.

My game plan

1. Audit
Provide their team an understanding of competitors and the current experience.

2. Prioritize
Many ideas will come up for the small team. We'll need to sort our to-do list.

3. Build & Experiment
Provide designs and experiments the team can execute with ease.

Paymi Rewards 101

Most reward apps require frequent engagement for you to get rewarded. Paymi isn't like most reward apps. All someone has to do is link their bank card, and Paymi will detect when you've made a purchase on a brand with an offer. That's it!

Auditing everything

To give the new Paymi team solid footing and understanding, I put together a full view of the current app and web experience.

Full experience review

Next up was an thorough review of the Paymi experience. This included a heuristics evaluation of all user flows, social, marketing and app reviews for sentiment analysis, surveying users for feedback, and reviewing historical analytics. I also met with the team to understand technical limitations, user insights, what's worked in the past for them and what hasn't.

Competitor brands reviewed...

I also reviewed competitor marketing and customer sentiment in the rewards category for comparison.

The majority of brands seemed to express as light, simple and rewarding, with a bold accent colour.

...and their little app, too

Unmoderated usability testing sessions were conducted on competitor apps in addition to my own deep-dive into each product experience.

The app UIs focused on utility and clarity, with many common elements and layouts between them all. Could we do something different and still feel simple to use?

Analysis & recommendations

Having experienced the incentive space first hand at Checkout 51, depth of discount and breadth of offer categories were key, but not the only factors. My goal was to help the new team better understand the opportunity for Paymi vs to other consumer options out there.

What really stood out to us was how low effort Paymi felt compared to the others that required more hoops for rewards. Paymi was more comparable to a cash back credit card than the majority of these apps.

Prioritization

The greatest challenge was deciding what to do first. As a team with development, marketing and business stakeholders, I organized sessions for us to assess everything together and collaborate on a roadmap of features and experiments. This helped immensely to determine which features to design for re-launch and which to leave out for now.

Rebranding

Brand concepts that pushed a more colour-forward approach were reviewed with all stakeholders. Aligning on logo and style, brand guidelines and a Google Slides template for collateral was made for the team's immediate use.

App & web redesign

End-to-end screens and components were reviewed and discussed with the Development team to ensure they had everything they needed for hand-off.

Easy changes, quick wins

The team had a large roadmap ahead of them. It was important for me to find ways to create a new, great experience that could be lightweight changes wherever possible.

Experiments

Value proposition was a critical part of the new experience. Will existing members feel like this is an upgrade? Will new users not only "get it", but love it?

Experimentation of the value prop on ads, website, app store and onboarding were a key priority.

Results

Within the first month of the full relaunch, App Store rating increased from 3.5 to 4 stars. Email campaign CTR was up 25%, card-linking members up 5% and onboarding drop-off was reduced by 20%.

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