Movinga

A significant part of the leads came through the website, and more and more of them arrived on a phone. Region, seasonality, sales agent and customer liquidity all played into the flow, so touching it crossed every department in the company.

A user journey map, a funnel analysis and a lead journey analysis built the shared picture first. The measures that followed were unglamorous, such as more and larger call buttons, consultation offered at every touchpoint, simpler screens.

The result was an increase of about 7% in conversion rate — roughly €150k more turnover year on year.

The technical goal was one number: reduce email traffic between the customer, Movinga and the insurer.

Research with the claim managers of three markets and the head of engineering, then flowcharts, Figma wireframes and prototypes built with the claims department and the insurance company.

That cut the emails down to 10%, and on top of that the claim managers felt a huge relief in their workload.

A collection of smaller optimisations, including one that failed. Partner bonuses were welcomed in every conversation and scrapped after six months: the bonus rarely reached the drivers it was meant to reach.

Fixing the mobile app had a significant impact on daily hiccups. Removing sticky components gave drivers easier access to the full logistics information.

When I started at Movinga, we moved as a family and I booked their service. That insight, of understanding that Movinga assisted people and families in arriving in a new life chapter, resonated with me throughout.

Hence this understanding became the foundation of Movinga’s rebranding concept.