Know more about us

We know that things move fast, that the world is getting complex and the future is blurry. That’s why we are here, as an independent, different and authentic design agency that is not afraid of the great challenges we face as organisations and society.
We embrace complexity, we embrace uncertainty and we embrace change and we know that the future is created with good human centric ideas and technology as well with feelings and experiences.We know that the future is not a given destiny but a possibility, that’s why we are future makers, we will create the future that we want, the one that we deserve, the one that is meaningful, beautiful and sustainable.
We do it by helping to identify and solve complex problems through a. multi-disciplinary, end-to-end process that blends deep wisdom and creativity, along a rigorous, inspiring and caring path.
And we do it for you.
To deliver possible and desirable futures in the shape of experiences that amaze and guide us towards a thriving and beautiful tomorrow

Our story

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

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Tressis

We carried out an analysis of the brand and digital channels. The problem was not in the web design, but in its digital strategy.

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# **Introduction**

This type of project is always a challenge. Improving something that works is always more difficult than fixing something that doesn’t. Tressis, a leading independent financial planning and wealth management company, contacted us because they wanted to redesign their website.

Since its beginnings about 20 years ago, the company has been strongly committed to digital. In fact, they were among the first companies to have their own investment platform (back in the year 2000). Wow!

They are also one of the most innovative companies in the sector.

So, when looking at a website refresh, what often appears at first glance to be “a problem” is not a *real* problem. The real challenges lie beyond what is visible.

When you enter a website, the first things that catch your eye may be the use of color, the typographic style, the layout, the messaging or the hierarchy of information... And these things—while important—are almost never the elements that make the big difference. You need to look beneath the surface.


# **The plan**


So, having done the introduction, let's tell you what we did:

First, we asked Tressis to assign a working team of five people with enough vision and experience to represent the whole company.

And within Mormedi, we formed a team to take on the challenge; a team made up of specialists in information logic and processes, visuals, positioning, technology, and copywriting.

The reason we started this project was to "redesign the website", but the true objectives were more complex: attracting traffic, capturing leads, and improving retention rates.

We also needed to build (in record time) financial planning simulators for the website.

To achieve this, we made a plan. We started by rolling up our sleeves and gaining a deep understanding of the company. We established parallel workstreams for analysis of the performance of the existing website, of the company brand, and of the existing customer research documentation.



# **What we learned**

In terms of the existing website, we analyzed important aspects such as page authority, number of inbound links, organic traffic volume, bounce rates, keyword strategy and semantic universe, and opportunities to make internal links align with search terms. This gave us a clear picture of what was happening: good content, but few visits. 

In terms of understanding the company and its brand, we interviewed 14 customers. We wanted to get the broadest possible view of Tressis from different types of customers. These interviews gave us visibility on the company brand, vision, and its people, as well as the company’s strengths, weaknesses, points of differentiation, business processes, products, and audiences. 

Finally, in terms of the existing customer research documentation, Tressis had a trove of data that helped us understand what its customers were thinking. The company carries out regular research with users to understand their level of satisfaction and, above all, what needs to improve. 

Once we understood everything about the company and its client base, we looked at what was going on in the wider market, looking at good and bad practices and trends, as well as pre-established models or solutions that could be incorporated into the new site.

When looking at digital channels, it is important to know certain things, like how people search, why they abandon certain processes and what motivates them to continue. We have gone from "being digital” to "digital beings”. 

![Tressis_01.png](https://demodroplet.redradix.com/cms/uploads/Tressis_01_8d73e41c1f.png)
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# **Here comes the design**
So, we started designing our funnel for people at each stage, with the required actions or desired outcomes:

Stranger – reassure through reputation  
Visitor - inspire  
Lead - convert  
Loyal customer – encourage prescribing  


The design of these steps took into account the best practices we had observed from over 40 different companies across sectors, including: private banking, traditional banking, challenger banks, neobanks, fintechs, investment funds, fund managers / platforms, consulting, insurance and others.

Wow, did we have a lot of good material to work with. 

Now that we knew Tressis’—and its customers’—"why", "what", "how" and "when", as well as taking a broad set of inspiration to help us look at how far we could go with the new site, we set out to redefine the customer segments.

In reviewing the sector, we realized that in private banking there is a big focus on numbers, investment, and profitability… and not much on people. And there is not much explanation for the average person. It is a sector that feels like it is for professionals, by professionals.



# **Opening the field to more people**


For this reason, we decided to take a different path; private banking had to be understandable for the majority, accessible, and inclusive. It ought to reach more people. That is why we identified eight customer segments that ought to be addressed, instead of the existing three.


Once we had defined the new segments, we redefined the conversion milestones. Conversion milestones are those objectives and micro-objectives for which certain flows of information on a site are targeted. (For example, on Amazon, a conversion milestone would be to buy an item.) We set about 10 general milestones and 5 specific ones for each customer segment.

In other words, *we created paths so that each type of person entering the site would find what they were looking for*.

This helped us to keep in mind that the site should respond to the needs of a variety of people, should manage their expectations, and minimize errors. And, of course, the site had to meet Tressis’ business objectives.


Once the segments and conversion milestones had been mapped, we were ready to redesign the decision trees and the web architecture.

In this process, you have to plan for every possibility: 
- Who is the visitor?
- Do you have a goal (conversion milestone) for them, based on their needs? 
- What should their path be?
- What if they don’t take it?
- What if they go a different way?
- …


When building a website, as when building anything, the foundations must be stable. In this case, having clear segments, milestones, and decision trees made it easier for us to create the appropriate web architecture and wireframes.


# **The concept**


And things done right, look right. 

When we put the relationship at the center of business, things change, and everything revolves around this. A focus on the relationship leads to better engagement which, in turn, shows us the way that we can improve the relationship.

So, with this in mind, we created a logical information system and translated it into wireframes. Once these were approved, we started to test different visuals. 

What should Tressis look like?

We went back to asking, exploring, and testing to find the right messages, types of illustration, types of images, color palette, and typographic system.

Each communication element, each piece, each white space, should reflect the company’s brand values. And they should serve to position the company, too, in people’s minds and for the practical business of SEO.

And, finally, we succeeded in creating a website that would serve as an example of best practice within the sector. A website for learning, for sharing, and exploring. A website that serves Tressis’ clients and potential clients in the best way possible.

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We boosted the online channel by implementing a new strategy for attracting and capturing leads

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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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Alstom

Alstom, the French rolling stock manufacturer, asked Mormedi to support in its bid to win a major commuter train contract by understanding the needs of travellers, and designing the trains’ CMF and livery.

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Alstom, the French rolling stock manufacturer, asked Mormedi to support in its bid to win a major commuter train contract by understanding the needs of travellers, and designing the trains’ CMF and livery.

Mormedi carried out a thorough investigation of the passengers, managing to profile them based on the space they need in the car and the time they require in their journey. In this way, he managed to lay the foundations for the design of the trains, which helped Alstom win the largest contract in the history of Renfe, the Spanish national railway operator, with an agreement for 152 high-capacity trains.

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# The challenge 

To be able to design innovative trains that would win Spain’s national commuter train tender, Alstom asked Mormedi to uncover the insights and outline a design strategy that would respond to passengers’ needs. In addition, Alstom also asked Mormedi to define the look of the trains in terms of the livery and the colour, materials, and finish.


# Our approach

Mormedi began the project by carrying out in-depth research with passengers, as well as into trends and competitors. 
Primary research consisted of stakeholder interviews, observation, and safaris to uncover unmet needs and pain points. Using the principle of universal design, we mapped the current traveller experience and defined a new way to approach different passenger profiles. In addition, the secondary research consisted of a competitor benchmark and analysis of business and technology trends. 
Through the analysis of the research findings, Mormedi came up with 22 key insights across the passenger journey that needed to be considered in designing a new train. These inputs were used to create a prioritized opportunity map, as well as the design guidelines for the next generation trains. 




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Insights and design to help secure a €1.45bn commuter train contract

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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.

Azkoyen

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.



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

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Escato

A company known for manufacturing high-quality exhibition stands wanted to enter the underserved modular furniture market in Mexico.

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Escato, a company known for manufacturing high-quality exhibition stands, wanted to enter the underserved modular furniture market in Mexico.
Escato asked Mormedi to design a range of modern, modular, and distinctive furniture according to the needs of Mexican customers.

The result was a unique, instantly recognisable series of furniture known as Klik: a brand based on the values of simplicity and high quality.


# The challenge 
The Mexican modular furniture market is currently underserved; even Ikea only announced that it would enter the market in 2020. Local company Escato has been creating spaces since 1989, and identified this adjacency as a large potential market.
Escato asked Mormedi to design a set of modern, modular, and distinctive furniture according to the needs of Mexican customers. Mormedi designed a series of products, consisting of a bed with headboard, chest of drawers, extendable dinning table, work desk, TV stand, and a coffee table.

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# Our approach 
We then visited the factory site in Mexico to understand how the products could best be manufactured. With this information, Mormedi produced an opportunity map to help guide the next step in products’ development. During the Conceptualization phase, Mormedi used the insights obtained during phase I to create two different design directions. Mormedi and Escato narrowed this down to one based on: 1) ease of manufacture, assembly, and delivery; 2) modularity and customization, and 3) local identity.

With these criteria in mind, Mormedi created a series of beautiful furniture pieces, combining gentle curves with straight lines, natural wood with steel.
During the Pre-engineering phase, Mormedi took the design established in the previous phase and defined material thicknesses, as well as the location of every fixing, along with required volumes and a list of preferred suppliers.

The furniture was designed by Mormedi so that the product could be safely carried by consumers (i.e. boxes weighed less than 35kg). Mormedi even went as far as proposing how to optimise sheet cutting to save money in manufacturing and minimise waste.


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

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