Period
Sep, 2022 -
Impact
- Achieved the 2023 annual goal within two months.
- Increased DAU (Daily Active Users) 53%.
Product Strategy
I refined three areas to give team laser-focused priorities. They are all backed by multiple years user insights and business requirements, to transform Wallet into something new. These were expected to increase user retention within Wallet and improve engagement metrics.
Clearer grouping
To improve user focus on new content, I established a clear separation between the payment tool and other features.
"Incorporating shopping/delivery service is needed."
Seamless E2E journey
The new design encouraged them to navigate within Wallet and complete their actions directly.
"It's inconvenient to access each services to check informations of coupon, flyer, and so on."
Enable discovery journey
This approach encouraged users to feel, 'There’s something fun in Wallet.', helping to redefine its image.
"It's hard to recognize changes of LINE Wallet."
User research and insight
Lack of user awareness regarding the content available in Wallet. Stronger user interest observed in coupons and flyers.
Conducted a renewed study on user perceptions of coupons, flyers, and points in the Japanese market.
Hypotheses
Explicit reward will expand the target user group
Based on user research, we assumed that the people who are interested in rewards are larger than the current Wallet users
Promotion budget has been always tight - and the team thought that people will be likely to engage with the promotion even with any marginal reward
If we make the content more discoverable, users will revisit often
There are multiple well organized contents that the team has added over times but it was just too hard to make them seen. Once they reach to the bottom of the page with any levers, they would stick around.
Strategy and Plannning
For budget and task approval, I summarized the strategy with low-fidelity prototype and I persuaded my director with simulated cost-effectiveness. I took an iterative approach of two stages.
Change user's perception of LINE Wallet
Active LINE vertical services
UX Solution
Phase1.
Sep. 2022 - Jan. 2023 (6 months)
In order to maximize the exposure of Wallet content, Sally - the beloved character of LINE - was randomly placed to the one of the content area down the page.
Due to business metrics, payment modules was placed at the top area, but new promotion was difficult for users to notice. I suggested to improve the notification system and operate it prior to launch ‘Find Sally’.
Maximize entry points
User flow
Impact
Phase2.
Mar. 2022 - May. 2023 (3 months)
Before scaling up the framework, we had to make sure the current system could cover all the potential use cases when promoting LINE vertical services. As a pilot, we chose a recently launched product called Monary, a financial news article service to validate the model.
Validating before scaling up
Impact