In our quest for innovation, we embarked on an exciting project to revamp the self-serve experience. Our goal was to prioritize our users while simultaneously monetizing their valuable interactions. By intertwining user-centricity with business growth, we aimed to create a win-win scenario that elevates the customer journey to new heights.
We recognized the untapped potential of our self-serve customer base and sought to ensure they pay for the exceptional value they receive. This not only fuels revenue growth for Branch but also enables us to invest in further enhancing the self-serve platform, amplifying the benefits our users enjoy.
Our dedication to serving users better led us to explore avenues for upselling within the self-serve tier. By introducing changes to our monetization strategy, we aimed to provide additional value to our customers, enticing them to upgrade and unlocking a host of exclusive features. This approach empowers users while driving mutual success for both parties.
Pioneering User-Centricity Guided by a humble ambition to revolutionize self-serve, I took on the responsibility of spearheading our transformative efforts. Rather than focusing solely on financial metrics, I dedicated myself to championing the needs and desires of our users. Drawing from valuable insights, fostering cross-functional collaboration, and leveraging my expertise in user-centered design, I played a pivotal role in shaping an experience that truly put our users at the center.
Confidentiality and Disclaimer: I want to assure you that the utmost care has been taken to curate this case study while prioritizing confidentiality and safeguarding sensitive information. It's important to note that the views expressed are my own and may not necessarily align with the official stance of Branch.
During the early stages of our free-tier launch, we encountered challenges in providing clear visibility to users regarding the features they could access and the associated charges. Till the time of revamp, users had to reach out to our teams for more information, leading to delayed communication and potential confusion.
Lack of Clarity and Accessibility
As we introduced the free-tier offering, our primary goal was to provide users with a taste of our platform's capabilities without upfront costs. However, due to the evolving nature of our product and the complexity of feature availability, it was initially challenging to clearly outline what users could expect and any potential charges they might encounter.
Within a short period of just 1.5 months and with a small design team consisting of only two members, we faced the challenge of tackling multiple critical aspects. Our focus revolved around enhancing the user journey and resolving edge cases to improve the overall customer experience. These challenges encompassed various areas, including allowing users to opt out of notifications for MAU and MEU usage alerts, addressing low MAU Enterprise situations, managing trial overages, streamlining the sign-up flow messaging and base product provisioning, displaying MAU and MEU usage and quotas, implementing dashboard messaging and lockout functionality, and catering to both new and existing self-serve customers. Despite the time and resource constraints, we took on these challenges head-on, leveraging our expertise and collaborative efforts to drive impactful solutions within this timeframe.
Our focus revolved around achieving the following goals: