Let it Flow
The Situation
A solid part of Movinga’s leads came through the website. And the booking flow needed an update as more and more people started to book via mobile.
About €150k YoY more turnover was the result of a cross departmental implementation.
Movinga was a house-move booking platform that operated in five different markets (Germany, France, Sweden, Austria and Switzerland). A regular move was about €1100.–
In Movinga’s booking flow many factors such as region, seasonality, sales agent, customer liquidity, … played a role.
Hence improving the booking flow crossed paths with all other departments within the organisation.
The Process
A User Journey Map, a Funnel Analysis and a Lead Journey Analysis helped to create understanding across departments. It also made it easier to locate weaknesses or areas with potential.
Measurments
1. Increase Inbound calls
Inbound calls were “cheap” and often converted.
Increasing the number and size of Call-Buttons
Offering consultation more prominently throughout all touch-points (e.g. offer PDF)
2. Simplify screen designs and wording
Reduce visual noise and legacy leftovers
Concentrate on information hierarchy
Improve and shorten UI Text
3. Clean up Offer-PDFs
We cleaned and automated the process as much as technically possible to mitigate errors from the customer side as well as delays from the insurance side.
Design Examples
Internal challenges
Situation
The sales agents are the driving power behind the revenue.
And to acknowledge that is very important. Evan as it implies that sales go over the counter that include extra “discounts”.
E.g. based on new calculations by reducing values such as walking distance or volume.
Problem
Undocumented favours can lead to false expectations.
Especially when something goes wrong, such as a not big enough vehicle or other poorly documented values. This can cause a significant problem to the client or the moving partner or both.
Solution
As simple as it sounds, clarify communication.
The claims, logistics and sales departments sat together and developed a plan how to improve documentation and “motivate” sales agents, also by paying the provisions when moves have been conducted without any issues related to a lack of data.
“It was great to see the departments work together. I didn’t expect a task to become a team building initiative”
“And it’s proven again, the whole is larger than the sum of its parts. With the overhaul we didn’t invent the wheel again, but we pumped up the ones we have. ”
