Clases de natación en medellin

Clases de natación en medellin

Correction phase to increase profitability (renamed to "Clases de natación Medellín"): 4 years - 6 years

Phase 3 - 4

We realized that in order to scale and be sustainable in the long-term, we needed to make a price restructuring that would take into account all administrative costs. We also needed to create a customer service area that would be in charge of managing customer groups by service and by unit, and be responsible for managing the teachers.

We implemented a cost structure with a change in rates to be able to scale

But with this change we lost many clients since prices rose. However, this helped us to select the clients we wanted to provide the service to.

We reduced the number of services we offered

We went from (swimming, dancing, rumba, hydroaerobics) to just swimming in order to have greater control of what we did, but above all we did it with the objective of acquiring a specific experience in that niche.

We created a policy to work with us, we educated our clients

With the information we obtained from past experiences with clients and the most common questions they ask, we generated a bank of answers according to the cases and also how it is to work with us, to save time and headaches

Changed our name from “ACVI” to the SEO match domain “Clases de natación medellin”

We stopped sending physical flyers in each residential unit

And passing the barrier of unit administrators, instead we made announcements on social networks. This solution helped us reach the end customer directly, increasing our chances of scaling without many barriers on the way. Look the content pieces down here

Our website was changed from a page that offered a lot of services that confuse people to a niche page

A page with just few calls to action, zero texts aimed at selling to a page that was SEO optimized, We created a page that despite not having the most wow DESIGN of all (couse it doesnt). It had 2 characteristics that made it a winner in better worlds effective, and those were:

In capturing leads and conversions into sales. This was achieved by focusing on making SEO optimized texts aimed at sales with a clear call to action that directed customers to the automated WhatsApp business.

You can see the website here

Challenges

While this is still a work in progress, After working for 5 years, from 2014 to 2019, in the company, we identified a recurring problem that was hindering our growth, scalability, sustainability, and profitability. The main challenges we faced were:

Difficulty in retaining new clients for a period longer than 4 months. This was primarily due to the fact that many of the swimming pools in the area were outdoors and the tropical climate made it difficult to hold classes during times of heavy rain, causing customers to fall ill.

A lack of commitment from customers, many of whom struggled to maintain discipline and commitment to the classes over time. This was a common behavior among Colombian consumers, who often prefer to pay on a monthly basis and avoid memberships. Additionally, the competition was not focused on providing quality services, but instead on offering cheaper rates, which also contributed to this lack of commitment.

The lack of loyalty from customers to the company, but rather to the teachers. This was a major issue as many customers offered to pay teachers directly, allowing them to leave the company, in order to avoid paying the difference for the services we provided. This not only caused difficulties for the company but also for the teachers.

These challenges were significant, and we are currently working on solutions to address them. Our goal is to continue growing, scaling, and remaining sustainable over time while also maintaining profitability.

UX Approach to this challenges

1

First hypothesis

One aspect of our challenges that we can't control is the commitment and discipline of our customers, but we do have the ability to attract new customers.

2

Second hypothesis

We recognized that while many customers had loyalty to the individual teachers rather than to our company, we could leverage this by becoming a platform that connects them. By acting as a sort of "Uber for swimming teachers," we could provide a solution for both our customers and our teachers.

3

Third hypothesis

By offering teachers the opportunity to work with us as independent contractors, they would be able to have control over their own clients and manage their own schedule. This in turn would increase their loyalty to our company and reduce the temptation to lower rates, as it would give them the ability to increase their own income. It also helps us to not worry about hiring and managing employees by ourselves.

So after that I wonder...

How do we make this profitable for us?

How do we improve the experience?

How are we going to change the business model?

How do we decrease the administrative expenses of controlling the groups and give that responsibility to the teachers?

How do we get the coaches to be loyal to us and not want to leave?

How do we control the quality of incoming teachers?

What do we know?

We made a list of Ideas

Solving

While this is still a work in progress, After working for 5 years, from 2014 to 2019, in the company, we identified a recurring problem that was hindering our growth, scalability, sustainability, and profitability. The main challenges we faced were:

Difficulty in retaining new clients for a period longer than 4 months. This was primarily due to the fact that many of the swimming pools in the area were outdoors and the tropical climate made it difficult to hold classes during times of heavy rain, causing customers to fall ill.

A lack of commitment from customers, many of whom struggled to maintain discipline and commitment to the classes over time. This was a common behavior among Colombian consumers, who often prefer to pay on a monthly basis and avoid memberships. Additionally, the competition was not focused on providing quality services, but instead on offering cheaper rates, which also contributed to this lack of commitment.

The lack of loyalty from customers to the company, but rather to the teachers. This was a major issue as many customers offered to pay teachers directly, allowing them to leave the company, in order to avoid paying the difference for the services we provided. This not only caused difficulties for the company but also for the teachers.

These challenges were significant, and we are currently working on solutions to address them. Our goal is to continue growing, scaling, and remaining sustainable over time while also maintaining profitability.

UX Approach to this challenges

1

First hypothesis

One aspect of our challenges that we can't control is the commitment and discipline of our customers, but we do have the ability to attract new customers.

2

Second hypothesis

We recognized that while many customers had loyalty to the individual teachers rather than to our company, we could leverage this by becoming a platform that connects them. By acting as a sort of "Uber for swimming teachers," we could provide a solution for both our customers and our teachers.

3

Third hypothesis

By offering teachers the opportunity to work with us as independent contractors, they would be able to have control over their own clients and manage their own schedule. This in turn would increase their loyalty to our company and reduce the temptation to lower rates, as it would give them the ability to increase their own income. It also helps us to not worry about hiring and managing employees by ourselves.

So after that I wonder...

How do we make this profitable for us?

How do we improve the experience?

How are we going to change the business model?

How do we decrease the administrative expenses of controlling the groups and give that responsibility to the teachers?

How do we get the coaches to be loyal to us and not want to leave?

How do we control the quality of incoming teachers?

What do we know?

We made a list of Ideas

I made product requirements

You can see the product requirements here

In order to design and develop a more efficient and effective process I used the Object-Oriented User Experience (OOUX) technique. This technique helped me to structure the system task flow based on the requirements identified earlier and translate them (the task flow) into real objects, screens interactions and content architecture

I made a task flow

Flow 1

Flow 2

Flow 3

Flow 4

In a nutshell, I turned a jumbled mess of data into a clear and concise roadmap for the product and you can see the result in the graphics.

I made a component and screen flow

You can see the component/ screen flow here

Wireframes

The learning phase (under the name ACVI): 2 years

Swimming lessons nyc

Expansion phase and application of lessons learned in NYC (now named "Swimming lessons NYC"): 8 months.

Clases de natación en medellin

The final phase involved incorporating technology, optimizing SEO and applying user experience/user interface knowledge, resulting in the current website and application.