A new rebranding for Splink

How we repositioned the MyLads brand through a new rebranding and a value proposition suited to the internationalization strategy.

Expertise

Brand strategy, Naming and Visual identity

Deliverables

Brand Strategy and Brand Positioning, Communication Strategy, Brand support

Context

MyLads is a technology company working in the sports industry, in the fan engagement segment, since 2020, that promotes Augmented Reality experiences to create a greater connection between the public and their favorite sports teams.

The brand operated in the domestic market, but when they decided to bet on an internationalization strategy, they realized that the brand name could present negative connotations in the Anglo-Saxon market. Monday was challenged to reposition the brand, through a new rebranding and a value proposition suited to the internationalization strategy.

 

Challenge

Monday’s planning involved developing the brand identity, naming, signature and communication strategy for the new MyLads brand that was to be launched in the UK market.

Abordagem 

1. Inspiration: understanding of the current business model and value proposition

To define the new identity it was fundamental to understand the “why behind the brand” and to better understand the business model and its value proposition.

    • Understand the current business model
    • Identify key competitors
    • Value proposition and points of differentiation
    • Analysis of relevant internal information

2. Ideation: Generating ideas for the naming of the new brand

Based on the insights gathered in the previous phase, we held an ideation session where we generated multiple ideas for this brand and for what it could become, both in terms of positioning and naming.

We revisited and organized all the information collected and started to prioritize, converge and ideate for the main branding challenges identified.

MyLads needed a comprehensive name that reflected the analog and digital versions of the brand. We came up with the name Splink – derived from “Sport Link” – which reflects the nature of the company’s mission: to connect sports teams with their fans. Splink seeks to create unique experiences and memories in the form of official, interactive sports collectibles.

splink_logo_inverted

3. Brand identity: Definition of the brand’s visual identity

In this phase we created the new brand, defining its visual identity, taking into account the goal of the rebranding of MyLads: to enter new strategic countries.

What is mandatory for the new brand?

  • To be gender neutral
  • Allow presence in sports and non-sports universe
  • Be Emotional, Close, Energetic and Friendly

What are the characteristics of a strong brand?

  • An easy, aspirational identity
  • A clear area perception
  • An ever present brand voice

Branding plays a big role because it defines the essence of the brand at all touch points.

Moodboard

 To define a conceptual path, we defined graphic references that illustrate the visual universe we recommend for the new brand, building the pillars of it.

To define a conceptual path, we defined graphic references that illustrate the visual universe we recommend for the new brand, building the pillars of the brand.

moodboard_splink

Brand Identity

Once we have defined the strategic pillars of the new brand and the moodboard, we enter the design and identity creation phase itself.

logo_splink_cores

Energy, fun, community: A strong visual attraction

We establish the graphic expression of the brand, defining elements such as the logo, main colors, and examples of how the brand can be applied in web and mobile environments.

Unity, passion, community: United by a symbol

More than just a logo, the MyLads brand needed a symbol to inspire, fall in love, and create a sense of belonging. This symbol will be the representation and materialization of the brand’s values and mission.

artboard_splink

Brand Strategy

Once the moodboard and the identity of the new brand were defined, we entered the phase of defining its communication territory, defining aspects such as its tone of voice and recommendations about the type of touchpoints that should be established.

We build a document with the main guidelines and recommendations addressing points such as:

  • Tagline 
  • Voice Tone
  • Recommended Communication Channels

4. Implementation: Development of communication guidelines and brandbook for implementation of the brand in the digital environment

In this phase we brought the new brand to life, implementing it in the digital communication supports (desktop and mobile) and also the development of the brandbook.

Brandbook

 Once the brand creation phase is complete, it is essential to create a brandbook that ensures the brand is applied correctly. Elements such as brand versions, colors, typography, behavior on backgrounds, minimum and maximum dimensions, possible uses, and restrictions have been defined.

This document is fundamental to ensure brand consistency in the future.

 

What did they gain from us?

We ensured the creation of a new identity for this brand, with an appealing design aligned with its purpose and values. We built the strategic pillars of the brand and strengthened the image of MyLads – now Splink – So real it feels unreal.

— Gathering relevant insights about the business model, competition, and value proposition

— A brand and visual identity that mirrors its values

— A logo that fits the sports area and an international name

— All design materials developed

— Final brand artwork and brandbook

 

NAU Hotels & Resorts

Branding

Altice M.A.S.T.E.R.S

Business consulting , Experience Design

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Streamline self-service

With the creation of the first digital self-service kiosk for one of the restaurants of the Pingo Doce brand, Monday developed a new interface consistent and appropriate to the brand, combined with familiar usability for users of this type of autonomous service.

Expertise

UX/UI design

UX research

Platforms

Digital Kiosk

Deliverables

Benchmark

UX/UI

Prototyping

Context

 

The esteemed Pingo Doce brand, from the Jerónimo Martins Group, created a chain of “Fresh Food” restaurants, offering home-made, authentic meals prepared according to the Mediterranean Diet and Portuguese tradition.
In this sense, the brand intended to speed up customer service in its spaces through the creation of self-service kiosks.

With the goal of creating the first digital self-service kiosk for one of the company’s restaurants, our team of UX/UI designers developed a consistent and adequate interface for the brand, combining a familiar usability with the graphic identity of the Pingo Doce brand for the users of this type of autonomous service.

Challenge

The challenge was to create a flow that would be efficient, fast, and encompass a new context in the “Fresh Food” section. This process should include a menu with fully customized items and various sections such as: salads, pasta, pizza, burgers, soup of the day, desserts, and drinks.

We were pioneers in creating a digital kiosk for a hypermarket brand.

Approach and Methodology

The project had the following specific sprints that were divided into 3 phases:
– Phase One: Debriefing, Research, lo-fi wireframe and mid fidelity wireframe
– Phase Two: High fidelity wireframe
– Phase Three: Usability tests, hand off and review

Phase One

Benchmark 

The project started with a market research and analysis of the competitors that had similar service to what the customer wanted: McDonald’s, Burger King, Ikea and Pizza Hut, where McDonald’s was chosen as the most appropriate for the layout inspiration.

However, the functionality of McDonald’s kiosk was very much associated to the users’ previous knowledge about its menus and products, which did not occur at Pingo Doce, and as such, required a significant adaptation of the menu shapes and categories.

After all the research was done, it was necessary to establish the customizations of the dishes, categories and good practices to move on to action: start designing the screens.

Initially, all items sold were to be customizable, but throughout the project, products without customization options were added. The focus of the project was that the customized orders would follow in an easy and intuitive way, so it was decided to present, 4 levels of choice, taking into consideration the limitations of the management system that was being used and the logical possibilities of choice.

Furthermore, it is important to highlight that the Pingo Doce self-service kiosk offers a total of 72 products, 4 of which are customizable. Within the customizable orders, there was the option to choose from 35 different ingredients that could be combined in a variety of ways, providing a wide variety of options for customers. This approach to customizing orders was one of the main differentiators of the project, allowing customers to create unique meals tailored to their personal preferences and needs.

Phase Two

In the second phase, the team decided that the new Pingo Doce Brand Book would be used for the first time as a look and feel, even though it is a bit disruptive with the brand’s current communication. The UI choices were guided by these brand activation and simplicity requirements, where graphic elements such as shapes and figures are only present in screens where they fulfill some function, with the exception of the home and final screen.

Phase Three

Usability tests were implemented with elements from Jerónimo Martins that were not directly connected to the project, which allowed the team to get feedback and insights on the aspects to be improved. Hand off was done gradually, passing components and elements to the developers team from phase 2.

 

6 steps – from start to checkout (additional: kiosk unavailable)

3 flows – 10 steps (the shortest), the longest with 13

9 versions at the end of high fidelity

What did they gain from us?

The launch of the Pingo Doce self-service kiosk was a great success in all aspects, from its design and development to its implementation and customer acceptance.

— On the day of the launch, 104 customers were served by the kiosks, which demonstrated a good adhesion from consumers. In addition, the order flow was so efficient that one of the stations had to be temporarily shut down because the kitchen was not handling the preparation.

— The average order time through the kiosk was 1 minute, compared to orders at the conventional checkout, which took an average of 3 minutes. This shows that the new interface brought more agility and practicality to the customers and to the restaurant staff.

— The feedback from the Pingo Doce employees was also very positive. They praised the ease of use of the kiosk and its intuitive interface.

 

Minute in average service time

First-time use orders

Items

Customizable Items

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Boost sales for Zomato

The restaurant industry needed to reinvent itself with the pandemic and Zomato was no different.

A new app updated with features that not only met the needs of users, but also strengthened their loyalty.

Expertise

UX e UI Design

Platforms

Website and APP

Deliverables

New Feature Design

Context

The restaurant sector was highly impacted by the consequences of Covid-19 and Zomato, being one of the most important platforms to collect information about this sector, realized the relevance and need to enter new markets through a key feature: the home delivery option, which led to the creation of this new feature.

With a powerful user community and a huge variety of partners, the need to upgrade their services was no surprise. We promptly responded to this challenge and helped Zomato redesign their existing application, focusing on the needs of the European/Portuguese market.

This process was done in strict co-creation with the Zomato team, and is guaranteed to turn the app into one of the biggest references in the European market.

Challenge

How can app users be more engaged and aware of your features and offerings?
How can we improve the quality of the app’s content to meet the user’s needs while making it attractive in such a competitive market?

— Getting to know Zomato

We started by analyzing the business model in order to understand the whole brand, its operation and business organization. This analysis allowed us to clearly identify the main goals and the basic premises for all the design work of the new app.

— Mapping customer needs

Through interviews with customers and field observations, we conducted an analysis to gain a deeper understanding of their pains and needs. With the insights, we were able to identify what role the new app should play and the type of experience that should be created.

“Zomato was the first restaurant search service I used, and it was pretty instrumental in finding new places I didn’t even know existed.”

wireframe-zomato-4
wireframe-zomato-3
wireframe-zomato-5

Approach

Analysis and understanding — looking inside Zomato’s core to understand how it works, how it’s organized and what its culture is like.

User research — getting to know them and understanding what’s important to them through interviews, observation, immersion, inspiration.

Design Thinking/Ideation:
– User interviews (end users and partners).
– Ideation workshops with stakeholders
– Light Decision Jam

Design:
– Identify the user context
– UX Design (structure and architecture, task-flow and user journeys)
– UI Design (design of all the elements that make up the look and feel of the app)
– Prototyping
– User Research

“For me, Zomato is much more accurate when it comes to ratings.”

Jobs to be done

Did you know that we had a total of 105 ideas and 578 insights resulting from our workshops?

  1. Improve app communication

  2. Show users what the app has to offer

  3. Improve the quality of content, navigation and interactivity

  4. Reconnect users with the brand

 

What did they gain from us?

 

Through insights, we were able to identify what role the new app should have and the type of experience that should be created.

A new app updated with features that not only met the users’ needs, but also strengthened their loyalty, boosting the brand’s sales.

— Prioritization of the features most valued by users

— Improvement of the app’s communication, as well as its content and interactivity

— Redesign with new features that meet the users’ needs.

— Solidify the restaurant sector by remaining a reference in innovation

— Reconnecting users to the brand

New users to reach

Registered Users

%

Retention rate

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Finding the way to true belonging

How we helped EDP rethink their digital communities

Expertise

Strategy

Validation

Workshop Facilitation

Community Management

Platforms

Digital

Deliverables

Recommendation reports and community management

Details

EDP’s virtual communities arose from the necessity to tackle the knowledge gap between the different regions where teams operate. The general idea is to bring teams together in a virtual space and, whenever possible, in a physical space so that members can share good practices, ideate, and exchange know-how — always having a specific digital subject matter. 

In order to achieve this, the first nine virtual communities were created, a space where teams could discuss technical themes that mattered to them: such as ideation, co-creation, and Design Thinking.

 

Briefing

How can we raise awareness and engagement between VC members and the product, while also stimulating experts/boosters in being active and leading more initiative and content sharing?

Monday then created a value proposition that would attract VC members to engage with the communities, supporting their evolution and EDP Group’s growth, incentivizing proximity and exchange between the community, solving real problems in their day-to-day operations.

Methodology

The first phase consisted of Strategy, Inspiration, and Ideation.
Immersing in the Virtual Communities, data analysis, interviews, Value Proposition Workshops (one per community), and Brainstorming Sessions.

The Immersion phase happened right at the beginning of the project, with our team working in loco at the EDP offices (when it was still possible), stimulating an informal interaction through, for example, community showcases and meetings with the boosters; as well as with the onboarding of our team in the Microsoft Teams platform.

This last step was crucial for us to analyze all of the information where the VCs were happening, thus creating a sense of proximity with the members and the sharing of our know-how and knowledge about Design Thinking.

The Inspiration phase was all about gathering insights with the members and DGU itself — their necessities, desires, hopes, etc. — through individual interviews and collective Value Proposition workshops (remotely, due to the beginning of the pandemic). 

These workshops were fundamental: they provided collaboration, discussion, and debate, and a space where people could share their vision with digital post-its and share them with the group.

“This workshop was when I felt like I belonged to a community for the first time.”

Outcomes 

Through Design Thinking, we significantly improved the community’s success along the process: more engagement, sense of belonging, and enthusiasm to make them grow. 

In conclusion, we came to find that the members value the purpose of these communities, showing great enthusiasm in sharing their vision and ideas towards the ultimate goal of building a strong community. In the same way, the members acknowledge their contribution in making a positive change in EDP’s culture, not only digitally, but also through collaboration and without hierarchies.

— What changed, in numbers:

Interviews covered all members of the communities, different geographies (Brasil, Spain, Portugal, USA), business units, and types of members.

The nine Value Proposition Workshops had a total attendance of 63 members.

The two Brainstorming Sessions had a total attendance of 30 members.

In the beginning, there were 155 members in the communities, and that number grew up to 277 members after the beginning of the project. 

From January to September 2020, the number of active members peaked at a total of 7329 people interacting with the multiple community channels, and with a sharing total of 414. 

“[All of the work] gave strength and meaning to the communities, and they are truly important.”

What EDP gained with us

— The members of the VCs started to acknowledge the main reason why they were involved in the first place, their roles, and participation goals

— Increase of promotion of the VCs in official channels, largely because of the enthusiasm shown by their members and the increase of participation  

— Bigger reward and sense of belonging by the members

— Acknowledging the value added by the communities to members’ professional and even personal lives

— Excellent community building and community managing work: more interaction, motivation, and proximity

 

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A sense of community with a design to match

How we worked on employer branding, for Altice’s retention team, through a strong visual concept creating the M.A.S.T.E.R community

Expertise

Naming and Branding

Platforms

Logo, colors and font

Deliverables

Graphic standards of the new identity

Context

Altice wanted to reinforce the sense of belonging and motivation of the Retention Team: a home away from home. Where workers feel valued, confident and with all the means to fulfill their mission: retain customers. As a starting point, it was necessary to understand what their pains were, motivations and what made them feel united as a team.​

Challenge

Understanding this need for belonging and community, an exclusive branding and naming project was implemented that mirrored exactly what the team feels, reasons and represents within the company — M.A.S.T.E.R.S. More than a brand, it is a unique way of feeling together with a strong visual concept that tells everyone who they are and what they do.

We created and implemented a strategic concept, aligned with ALTICE’s identity, with the aim of generating a positive perception in the retention team about their workplace.

Some of the words used to describe the team were: friendship, family, togetherness, camaraderie, ferocity and resilience.

Create a sense of community and belonging to the Retention Team, so that they have a greater impact on the company by promoting motivation.

  • What were the main pains of your employees?

  • What did they need to achieve their goals?

  • What makes them feel like part of a team?

  • What motivates them to be better?

“How to describe a M.A.S.T.E.R: Strong, motivated, responsible, tenacious, ambitious, focused.”

Abordagem

Research: interviews and immersion

Design Thinking Methodologies: Affinity Map, “How Might We?”, and the Wall of Ideas

Ideation Workshops: Crazy 8’s and Structured Ideation

“A stronger, more motivated and united team.”

Impact

After completing the workshops and analyzing all the insights obtained, we were able to reach some very important conclusions:

  • The feeling of belonging can be achieved through human leadership, which makes the team feel valued, closer and in an informal environment.
  • Meritocracy is a way to inspire to be better and achieve more, building respect between the team and its leaders, as well as personal and professional achievement, contributing to everyone’s success and results.
  • Better feedback means recognizing their efforts by making them feel seen.
  • Healthy competition: daily goals or challenges and information sharing that make the team feel involved.
  • A better support network, rewards, compensation and regular meetings would make them feel united and valued.

As a symbol of union, fellowship, strength and resilience, the M.A.S.T.E.R.S brand was born as a way for the team to feel part of something bigger than themselves. Related to their ultimate goal and day-to-day mission – customer retention – this was a way to respond to the sense of belonging that was needed, as well as a way to visually show everyone how they perceived themselves.

What did they gain with us?

— A safe space for the team to share their ideas, pains, needs and goals so that the team continues to grow and feel more valued and close

— Identity aligned with purpose

— A stronger sense of community and belonging

— Improved feedback and building a support network

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Redefining the
Guloso experience

How we helped a historical brand come into the digital world

Expertise

Business Consulting

Design and Interaction

Development

Platforms

Web and Mobile

Deliverables

Business Model

Value Proposition

UX/UI and Development

Strategy based on market needs

We helped Guloso find and build their strategy based on market needs instead of internal assumptions

Details

As a strategic partner, Monday helped Guloso’s brand evolve from a traditional business to a global digital leader. Our work spanned from digital, product strategy and supporting the company as it expands its presence into new industry directions.

Briefing

Guloso came to us looking to build the future of their digital home. They wanted more than just a platform. The desire was to grow awareness of the brand’s values and create a better digital experience for this beloved Portuguese brand.

Co-creation approach

Guloso became a valuable partner, providing insights for the project’s needs.

What Guloso gained with us

  • A compelling story

    Our primary challenge was to create a storyline that would build or trigger customer’s memories about the story behind Guloso.

  • Standing out from the competition

    The misconception around tomato sauce needed to be erased, and the goal was to show that Guloso only works with 100% natural products.

  • We got to the problems that communication needed to solve.

How we stood out from the competition

Our approach to Guloso’s needs:

  • Conducted several workshops and consulting sessions to understand the business context and problems to be solved

  • Defined a new strategy and developed a more daring strategic plan for the communication

  • Created a UX Strategy guide to address the main insights to design the new website

“Throughout the process, getting to know the brand was crucial to the success of the website’s redesign.”

Michael Nunes

Creative Director at Monday

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Bringing more pleasure and foodies to Gallo Worldwide

How we helped Gallo Worldwide become more desirable

Expertise

Prototyping

Design and Interaction

Development

Platforms

Web and Mobile

Deliverables

UX, UI and Development

Details

Each brand is unique, and each brand has their own needs – Gallo Worldwide is no different. When brands like this approach us, we know that the initial focus should be on the process, and on the understanding of how their needs will be met. We know that there is not one solution that fits all.

Briefing

Gallo Worldwide challenged us to co-create their new website. Other than just being a boring showreel of their products, they wanted it to become more educational, while also being able to demonstrate their portfolio and product quality, without losing their essence and tradition.

They also needed a modular structure in order to adapt to nine countries where the brand operates.

What Gallo gained with us

  • Finding the right words

    Our primary challenge was to explain the different type of emotions users have during their search of content. This meant focusing heavily on UX writting for emotional states.

  • Ready to outshine the competition

    With our team focusing on clear type, copy, and a modern design, we created a simple and striking website to make Gallo even more delicious to the world.

  • Solving the limitation of mobile imagery

Building a strong and visual presence.

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Crafting a user-centered product for Climber

A hotel revenue management platform for the 21st century

Expertise

Business Consulting

UX Strategy

Design and Interaction

Development

Platforms

Web

Mobile

App

Deliverables

Business Model

Value Proposition

UX/UI and Development

Details

Monday partnered with Climber to create its revenue management platform, which provides the hotel with optimal, dynamic pricing using data and customer analytics. Our work with Climber spans Monday’s full end-to-end design capabilities, from business strategy and experience design to developing a full platform experience and web presence.

Briefing

Climber approached Monday to build the future of their digital platform and its website. They wanted a platform focused on the users’ needs. The desire was to grow its experience and enhance its visual appeal.

“The new design allows the user a unique and coherent experience, from first contact to daily use and application in their business.”

Joana Araújo

Head of Marketing at Climber

Listening to users’ needs

We gave managers total control over reporting with a minimalistic design that helps numbers and relevant info to truly stand out.

“We gave managers total control over reporting with a minimalistic design that helps numbers and relevant info to truly stand out.”

Michael Nunes

Creative Director at Monday

What Climber gained with us

  • Info about their users’ needs

    Throughout our workshop sessions with end users and Climbers’ team we were able to collect crucial info for the future of their product.

  • A better business plan model

    We helped Climber find their true business model. With this, we were capable of prioritizing Climber’s business plan.

  • Business aligned with customer needs

How we stood out from the competition

Our approach to Climber’s needs:

  • Conducted several workshops and consulting sessions to understand the business context and problems to be solved

  • Defined a new strategy and developed a more daring strategic plan for the communication

  • Created a UX Strategy guide to address the main insights to design the new website

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Making Águas de Cascais consumer-centric

Transparency. Simplicity. Customer focus.

Couple with water bill looking at laptop

Expertise

Service design

UX Strategy

Design and Interaction

Development

Platforms

Web and Mobile

Deliverables

Service blueprint

Business Model

UX/UI and Development

Details

Águas de Cascais is a public concession that provides the water supply and sanitation services in Cascais, a subregion of Lisbon, Portugal. As a public service, it had a bad stigma: poor service. But that is definitely not the case here.

Briefing

The client wanted to put their customers’ needs first, so they called us to help them better understand what they were, as well as their employees’ points of pain and hidden opportunities. We stepped up with a series of workshops aimed to diagnose problems and to propose solutions, in close collaboration with their teams. This is what we call business transformation.

Get to know the inside to better understand the outside

The challenge presented to us was to help them design (and to deliver) a leaner, better and faster service to the consumers. To get there we had to work closely with all their employees, from service members to department heads. Everyone is welcome and involved with the process – this is a very important step.

This had to be done through a series of four-day workshops, divided into company business model investigation, personal business model investigation and, lastly, the process of co-creation.

Each workshop had its own purpose: to get to know the company and its modus operandi, to map the process and identify the problems and, lastly, to generate ideas and reach a conclusion.

This roadmap helped us to get to Águas de Cascais’s current business model.

On the road to business transformation

Águas de Cascais is both a company and a public service. By understanding how they add value to their consumers, we were able to later understand what they would need in order to deliver it. First of all, companies are made by their staff, so everyone on the teams had to do introspective exercises to answer some questions. How do they add value to the company? What is the relationship like between departments?

When you understand your basis, you are ready to step up and examine the structure.

What are the six processes that need solving? How do the processes currently work, and how do they need to start working? What are the main problems associated with them? And here’s where the co-creation enters.

We transferred all of the problems mapped on the previous exercise sessions from a canvas to the wall, where everyone could see it. Then, we asked everyone on the team to start shooting ideas – no matter how big or small, how easy or how complex, every idea counts to solve each problem. And they did.

“We gave managers total control over reporting with a minimalistic design that helps numbers and relevant info to truly stand out.”

Michael Nunes

Creative Director at Monday

How we stood out from the competition

The lessons learned during this process revealed that the work of the experience design team should focus on turning the website into the single source of knowledge and truth on everything related to the company’s services so that customers could find any information they might need quickly, simply and thoroughly explained. From doubts regarding their invoice to cancelling their contracts.

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Elevating Full Fabric user experience

Focusing users’ attention on the value proposition

Expertise

Design and Interaction

Development

Platforms

Web and Mobile

Deliverables

UX/UI and Development

Details

Designed specifically to meet the needs of higher education, Full Fabric offers solutions for recruitment and admissions, student management and alumni management. Powerful alone, and even better when used together.

Briefing

The challenge was big but we started like any other project – inviting our client to be a part of the team. We always put communication and partnership first, to truly understand our client’s product and their needs.

“We gave managers total control over reporting with a minimalistic design that helps numbers and relevant info to truly stand out.”

Michael Nunes

Creative Director at Monday

Enhancing knowledge

To make sure it does what it was intended to do and create value, when the project settled down we kept working on Full Fabric. That’s because at Monday, no project is finished – the market is constantly changing. We continue to work with Full Fabric to maintain and improve their website.

A higher education solution that provides a hands-on experience

With our approach based on experience transformation, we studied the platform to understand the solutions that it provides for clients. This allowed us to communicate Full Fabric’s value proposition to users and the market. When we showed the advantages it brings to education in a simple way, we created more conversions of users booking demos.

For that purpose, we created clean illustrations so everyone could see the benefits of Full Fabric. Not only does this create beautiful visuals, but it also allowed us to show how user-friendly Full Fabric’s interface is.

How we stood out from the competition

The experience you give your customers through online channels is key to your success. We help you transform that experience and turn it into your most valuable asset.

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