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Torrot

One of the world's leading e-scooter manufacturers wanted a brand new, innovative electric vehicle for the urban environment

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Torrot asked Mormedi to create a new, fully electric vehicle that responded to the unmet needs of urban users. 
In just 10 months, Mormedi created a vehicle from scratch that has carved out a new niche. The Velocipedo has achieved 6,000 pre-orders vs. projected first year sales of 3,000 units.

# The Challenge
Torrot challenged Mormedi to createa new electric vehicle specifically adapted to the real conditions ofurban life. 
Mormedi sought to develop a vehicle that was attractive to people that wanted to find a better solution to getting around the city. 
The result had to be so convincing that it could persuade users of motorcycles, cars and public transportation to consider this product. 

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# Our Approach
In order to carve out a real niche within urban mobility, Mormedi went about identifying the difficulties, concerns and desires of potential users. 
The research and strategy phase of the project established that the vehicle had to be truly practical: agile, safe, comfortable, connected and universal. 
Mormedi then used these insights as the basis for an iterative design process from initial concepts through to prototypingand user testing. 



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The Torrot Velocípedo: The Ultimate Urban?
“The bike was revealed at EICMA in Milan, and has been quite a surprise. It is a unique three-wheeled vehicle, 100% Spanish, and is so original

 Mormedi designed a three-wheeled electric, connected vehicle for Torrot

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Mormedi worked with Telefónica to design devices that put Movistar at the heart of the home, and achieve millions in cost savings.

Movistar

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Telefónica needed to position its brand at the heart of the home through an ecosystem of devices and services 

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Mormedi worked with Telefónica on an ambitious project to position its brand at the heart of the home, and increase its visibility and customer loyalty, by designing a home environment product line.

# The Challenge

Telefónica was looking to create an ecosystem of devices and services that would differentiate it from its competitors and overcome the lack of consistency suffered by the products available on the market at the time.

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# Our approach

Work at Mormedi began with a brand analysis and a competitive benchmark study. This informed the product identity manual, which was designed to give a coherent vision to the whole device family and develop an emotional bond between the user and the brand.
We accompanied Telefónica from the conceptualization to mass production, including working with the manufacturer to adapt their processes to ensure that the final product respected the original design.


The Home Gateway Unit product line] will become a market standard […] no one has a product of this nature”.

Putting Movistar at the heart of the home and helping them to achieve substantial cost reductions

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Mormedi collaborated with BBVA on developing customer-centric services and spaces to serve as a vision of the bank of the future.

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BBVA asked Mormedi to define the digital content experience and communication strategy at its new headquarters in Madrid.

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# The Challenge

BBVA asked Mormedi to define the digital content experience at its new headquarters in Madrid to improve the efficiency of communication with both employees and visitors.

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# Our approach

Mormedi carried out an analysis to create a content typology framework, differentiating between basic information, messages from HR, corporate content, etc.

We identified 54 content needuse-cases, defined by user type, time of day and location. In-depth analysis resulted in the definition of 8 different types of content display, each responding to a specific set of needs.

The look and feel of the content and signage was designed to be easy to understand and reinforce BBVA’s brand.


Improving employee experience and communication strategy effectively and through digital content

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Mormedi helped defining the retail strategy for Ecuador’s top bank

Banco Pichincha

Banco Pichincha needed to create its new retail strategy to consolidate its position as leader, differentiating the bank’s positioning and creating a customer-centric experience.

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Banco Pichincha is the biggest private bank in Ecuador in terms of capitalization and client base, where it serves around 1.8 million customers and manages over 200 branches.

Banco Pichincha asked Mormedi to create its new retail strategy to consolidate its position as leader, differentiating the bank’s positioning and creating a customer-centric experience.

The result was a brand-new customer experience via new spaces, branding and service design.

# The Challenge

Banco Pichincha is the #1 bank in Ecuador; however, in order to consolidate its position, it needed to implement a new retail strategy. For this, Banco Pichincha asked Mormedi to help it create a differentiated positioning and a customer-centric experience that would reinforce the bank’s vision and values internally and externally. 

Mormedi created the new strategy for Banco Pichincha’s flagship store, and then adapted it to the bank’s 4 other typologies of branch. 

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# Our approach

Mormedi carried out this project in three phases: strategy, conceptualization, and branch adaptation. 

During the strategy phase, the Mormedi team carried out deep customer research through 4 focus groups, a benchmark study of 8 local competitors, and a best practices and global trends analysis that included over 30 banks on five continents, as well as a sociological and political context analysis that provided deeper customer understanding. 

Mormedi constructed customer personas to help identify the key customer pain points, and went on to create a digital roadmap to outline what technologies the bank could implement in the short and medium term.

During the conceptualization phase, Mormedi used the knowledge and insights obtained during phase I to design the space for the flagship branch. Mormedi and Banco Pichincha defined a new customer service model based on three pillars: 1) Efficient and simple; 2) Improves the customer experience whilst strengthening the Banco Pichincha brand, and 3) Supports digital migration. This new model was supported by a series of KPIs that would measure the success of the project.

Mormedi designed the entire space distribution of the flagship store, customer flow maps, construction materials, look & feel, space typology, and furniture. 

During the branch adaptation phase Mormedi took the principles established in the previous phase for the flagship branch, and adapted every element to be appropriate for Banco Pichincha’s 4 other typologies of branch, including their private banking branches.



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Defining the retail strategy for Ecuador’s top bank  

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Mormedi designed a cargo transport system and iconic capsule that will change freight haulage forever.

HyperloopTT

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The HyperloopTT collective needed to design a sustainable freight transportation system to provide a solution to the transport problem situation

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As part of the HyperloopTT collective, Mormedi has designed a cargo transport system and iconic capsule that will change freight haulage forever.

# The challenge
With global adoption of digital technology and the emergence of new markets, the international trade is flourishing, requiring more and more cargo capacity every year. Many main ports are currently running at maximum capacity, while rail & road transport are increasing their delivery times, increasing uncertainty levels. Furthermore, it is estimated that by 2030 there will be a +50% traffic increase and +70% global freight volume increase.

Commited with this problem, as a part of the Hyperloop Transportation Technologies (Hyperloop TT) global mobility collective, Mormedi was in charge of designing the entire end-to-end journey for freight haulage, from the process by which containers would be inserted into the capsule to envisioning feasible ways of integrating Hyperloop into current port systems.

Mormedi also designed an iconic cargo transportation capsule, as well as an autonomous vehicle that could move containers into the Hyperloop capsule.

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# Our approach

Mormedi developed an approach in close collaboration with the Hyperloop TT team for over 12 months, in order to leverage Hyperloop’s technology to integrate x-to-end cargo solutions and improve at systematic level the infrastructure, environmental and economic challenges detected today.

The project was carried out in two phases: research and design. 

During the research phase, Mormedi carried out an in-depth investigation of Hyperloop’s project in order to map the whole product journey, its technical needs, and the technology inside to solve the pain points of the industry.

During the design phase, Mormedi’s industrial designers and engineers developed several concepts for the freight capsule, including different loading systems. Mormedi designed plans for how cargo should work within Hyperloop, and how Hyperloop could be feasibly implemented within existing port infrastructure.









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"We are proud to be working with a world-class design partner such as Mormedi to bring the HyperloopTT cargo solution to life. 

We are on track to move both people and cargo more quickly, cheaply, and sustainably than any of the alternatives.”


Disrupting cargo transport with HyperloopTT

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Becoming the #1 selling smartphone in Spain via a new design strategy

BQ asked Mormedi to improve the perceived quality of their products and enhance their brand image.

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# The challenge

The consumer electronics sector is highly competitive, with fierce competition between brands. New products are increasingly innovative, of higher quality, and being released evermore often. BQ therefore asked Mormedi to improve the perceived quality of their products and enhance their brand image.

Mormedi sought to create a product strategy and design a brand language with the right balance between the functional and the emotional, and that reflected the brand values of purity, experience, and quality.

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# Our approach

Mormedi helped BQ define a new strategy so that the company could compete effectively. We collaborated to define brand values, goals, and market positioning, within the context of consumer perception, capabilities, user needs, and market trends (colours, materials, and finishes). 

The product design phase included volumetric studies to improve the ergonomics and achieve a unique design. 
Mormedi oversaw production in-situ at the factories to ensure a high-level of production quality.

Mormedi designed a product range that stood out due to its simplicity, robustness, and uniquely recognisable features. With the noticeable step-change in the quality of the materials and finishes of their devices, BQ’s brand perception improved markedly, 
leading sales to leap from 500,000 units/year to 1.5 million, becoming the best selling smartphone in Spain by August 2014.



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Global vending and e-payment company Azkoyen tasked Mormedi with creating a new product category and innovating the user experience of its products.

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Azkoyen needed to create a new product category and innovate the user experience of its products.


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Global vending and e-payment company Azkoyen tasked Mormedi with creating a new product category and innovating the user experience of its products.

Mormedi’s new product protoype was rolled out in the US, and won a Reddot Design Award in 2015.

# The challenge

Azkoyen challenged Mormedi to help create a new product category—gourmet—within the food vending market, and to enhance the customer experience by making it more personalised and enjoyable.

One goal was to differentiate Azkoyen from the competence by bringing together the best of both worlds: vending machines and gourmet cafeterias. In this way, we develop an ecosystem that goes beyond traditional vending, where product and environment converge in a single concept. 

Similarly, in order to create a more attractive and human product, Mormedi had to improve the quality and presentation of the product, its scenography and lighting.

Mormedi focused on optimising the integration of existing technologies into a new product in a disruptive manner, to improve customer experience and increase vending sales.

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# Our approach

To understand the key success factors, Mormedi first studied locations, trends, consumer habits, and needs to create a detailed user experience map which defined critical interaction points in different contexts. 

Mormedi came up with the opportunities for each stakeholder: on the one hand, to offer a 360º quality experience in which three dimensions are considered, environment, machine and content. On the other hand, to offer a potential sales solution for Azkoyen and to open up opportunities for new partnerships.

Based on these findings, Mormedi designed a modular machine that could be tailored to suit different user profiles and environments. The final design used warm and clean materials, modern design and innovative signage. Our product development team accompanied Azkoyen to ensure the quality of the final prototype.



This is a new concept that has brought the gourmet experience to self-service vending

Creating a new value-added category in food vending for Azkoyen

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Improving retail revenue and user experience and with IoT tech

Imersivo

Imersivo had created a new technology that used facial and gestural recognition, which needed to be made into a product that met the needs of the world’s most demanding retailers and customers. 

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Mormedi teamed up with Imersivo to create a new shopping ecosystem, bridging customer experience between the digital and physical world.

During the pilot program, December sales in a TOUS store increased by 30% compared to the previous year.

# The Challenge

Imersivo had created a new technology that used facial and gestural recognition, which needed to be made into a product that met the needs of the world’s most demanding retailers and customers. 

The solution needed to attract online customers and offer a cohesive shopping experience across an ecosystem of multiple channels, both mobile and in-store. 

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#Our approach

Mormedi studied the new technology to understand all that it could offer in terms of an enhanced customer experience and how it could help increase sales. We then identified four main opportunity sectors: fashion, accessories, perfumes, and consumer electronics.

Mormedi collaborated with Imersivo in the creation of a retail point-of-sale concept called the “Cube”, developing a prototype, and defining the materials and finishes that would transmit elegance and sophistication.




We hired Mormedi to make our Internet of Things platform tangible. They went far beyondour expectations. 

Improving retail revenue and user experience with IoT tech

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Telefónica developed an AI called Aura that needed a device as the interface to integrate all the services and to act as the main touchpoint for the Telefónica platform and users.

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Telefónica hired Mormedi to collaborate on one of its most ambitious projects to date: the Movistar Home, powered by Aura, a digital AI assistant. 

The device is set to change the entire relationship between Telefonica and its customers.

# The challenge

Telefónica developed an AI called Aura, to help people manage their digital lives in a simple and natural way. But a device was needed as the interface to integrate all the services and to act as the main touchpoint for the Telefónica platform and users.

Telefónica therefore asked Mormedi to create the Movistar Home: the device that would allow people to control their digital lives and be at the very heart of the home. 
The design needed to be practical, feasible, and communicate Telefónica’s brand values. 

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# Our approach

Mormedi oversaw the entire process, from concept to manufacture. Given the central role of the device in the home, Mormedi carried out a deep study of geometries, shapes, and materials to represent the technology and company in a warm, friendly way. 

Mormedi utilized the design language established within its previous work to give the device a uniquely “Telefónica” identity. The concept was adapted to fit manufacturing restrictions, and Mormedi liaised with both the manufacturer and Telefonica to ensure stakeholder and design needs were met.


A year ago we said we wanted artificial intelligence to be the basis of our clients’ relationship with us. We are delivering on our promise.


Designing the home AI device for Telefónica 

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Unlocking digital value in a physical business

Repsol

Repsol asked Mormedi to help create innovative digital solutions that would generate new revenue streams and substantial income for the company.

Mormedi helped Repsol develop concrete, defensible ideas for transformative new business opportunities.

# The challenge

With the demand for fossil fuels set to decrease, Repsol asked Mormedi to help create innovative digital solutions that would generate new revenue streams and substantial income for the company.

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# Our approach

We defined a digital innovation strategy based on insights uncovered from user research, stakeholder interviews, market research, and technology trend analysis.
Our team identified opportunity areas, innovation platforms and value propositions, and then prioritised the four value propositions with the most potential in order to develop new business and services models.

Mormedi created digital mock-ups and built revenue projection models for each proposition. 


We are Mormedi, a "future-making" company that inspire businesses to care and lead the future

Mobility

We create next generation mobility services and vehicles

Financial

We create finance and insurance services that make people’s lives easier

Connected Services

We create services that use technology to connect people and brands

Smart spaces

We create spaces that connect brands and people beyond the physical

Our story

Feature projects