We help companies to uncover business opportunities and successfully bring new solutions to market

Our work

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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.

BBVA

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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.



PICHINCHA DEF.mp4

Defining the retail strategy for Ecuador’s top bank  

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Mormedi designed a new in-branch experience for 9 markets that contributed to higher productivity and customer satisfaction.

Banco Santander

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Banco Santander needed to find ways to add value to customers through the retail locations, while also generating new income

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1. - - Santander asked Mormedi to help in the creation of new retail experiences to strengthen the Santander brand and generate new revenue streams within a 1-5 year timeframe.

Mormedi worked with stakeholders across the international organisation, as well as current and potential customers, to ideate and define the Santander branch of the future.

# The challenge 

Santander currently serves more than 100 million customers through a global network of 14,400 branches, the largest in the international banking sector. However, the bank realised that customers’ expectations of a retail bank are changing, so it approached Mormedi to find ways to add value to customers through the retail locations, while also generating new income, increasing productivity, increasing foot traffic, and supporting Santander’s involvement in the SME ecosystem. 

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# Our approach

To generate concepts that would be valuable to both Santander and to customers, Mormedi began by taking in three main inputs:

The voice of the consumer: Mormedi carried out ethnographic research through focus groups in Spain and Brazil to co-create new ideas with customers.

Corporate approach: Mormedi interviewed 16 Santander stakeholders to ensure alignment and feasibility.

Business context: Mormedi carried out a through benchmark study of new retail trends in both banking and other industries, as well as a study of 40 relevant consumer trends.

117 initial ideas/opportunities were clustered and prioritised, then filtered down in a co-creation workshop with Santander stakeholders, and then further validated with customers to arrive at 6 final concepts.

Mormedi then defined the final concepts and quantified the potential business impact, producing an indicative P&L outlining the costs and potential revenue of rolling out the concepts.



Identify and validate new non-financial business models for retail banking in Spain and Brazil

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Bankia

Bankia, one of Spain’s biggest banks with more than 6 million clients, asked Mormedi to conceptualise and design a new set of online financial tools to help the company retain and effectively serve the changing needs of its clients.

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84% of millennials seek financial advice. But 57% of them say that they would change their bank relationship for a better technology platform.* Bankia, one of Spain’s biggest banks with more than 6 million clients, asked Mormedi to conceptualise and design a new set of online financial tools to help the company retain and effectively serve the changing needs of its clients.

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# The challenge 

84% of millennials seek financial advice, but expect to be served in via multiple channels. As part of Bankia’s new omnichannel strategy, the bank needed to effectively serve its customers with instant, online advice. With online user experience becoming one of the main differentiators in banking, Mormedi was asked to create the UX/UI for a set of financial simulators, calculators and comparison tools.

# Our approach

In order to transform a mechanical and tedious process for users into an intuitive and personal learning experience, Mormedi worked closely with numerous stakeholders across Bankia.

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"We needed a design that would highlight all the new functionalities in our new online channels. We managed to keep it simple, making the big change very well appreciated by users. And, what's more, at digital speed".

Increasing Bankia's customer retention through user-centric tools

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Tressis

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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”. 

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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:
1. Stranger – reassure through reputation
2. Visitor - inspire
3. Lead - convert
4. 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

Our work in Financial

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

Improving employee experience and communication strategy effectively and through digital content

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 visitor.

Defining the retail strategy for Ecuador’s top bank

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.

Identify and validate new non-financial business models for retail banking in Spain and Brazil

Santander asked Mormedi to help in the creation of new retail experiences to strengthen the Santander brand and generate new revenue streams within a 1-5 year timeframe.

Increasing Bankia's customer retention through user-centric tools

Through an iterative co-creation process, Mormedi created the UX/UI for a set of financial simulators, calculators and comparison tools that brought the customer experience to the next level.

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

The problem is almost never aesthetic