Dreampass

Dreampass is part of the company Trevolution.group. Trevolution.group has several products for selling airline tickets, which include oojo.com, asaptickets.com и skyluxtravel.com. The CEO of the company set a goal to launch a single app that will bring these products together and serve as a one-stop shop for booking flights. Essentially, we are becoming a strong competitor to Expedia, Kayak, Klook, and others.

A task was also given to launch a single loyalty program for all services, which will help keep users on the platform. I want to say that in travel tech, users are kept by low prices and service, not by a loyalty program.

I want to add that the MVP's goal was to simply launch the app in the company and make the first sales to users, as this was the first experience in the company with merging databases and launching a mobile app. Therefore, behind this Case Study, where I mostly discuss the product and product design, there were many challenges and long meetings about how to create a single user database without disrupting the current one. There was also the branding order and organizing the tender on my side, as well as building the team.

As I was the design director at the company, I was responsible for branding and product design. We had only one main task—to launch. I first needed to define the main goals, meaning, and concept. After that, I would assemble a team, create the branding and product, and start development with the CPO.

We are lucky because we have a user base for our current products, and we can use it for interviews to understand the main problems and advantages we have.

We decided to send surveys to users. Based on our numbers, we calculated how many people we need to survey.

N = 2,000,000 Size of the audience
Z = 1.96  Coefficient for 95% confidence level
p = 0.5 Maximum variability
e = 0.05 Allowed error, 5%

We also need to consider the conversion when completing the survey

n – Sample size calculated from the first formula
Open conversion = 0.40
Click conversion = 0.02

We need to get at least 385 responses, so i sent 50,000 emails considering the conversion rate.

I also went to our support team to gather the main list of problems and requests. In total, this is the conclusion base on responses

This decision is questionable, but on average, users fly no more than once a year. There is no need to show the button while they have current flights. However, the user can always call an agent if they scroll to the bottom of the main page.

After showing the main page to users again, we did not find any big problems that need to be fixed right now. The only issue is that some users do not want to call to order tickets, but the MVP version of the app only supported buying tickets over the phone.

This is the second main page after the homepage. We added all the information by priority, and the user can always reach the support button with an agent. This may increase the number of inquiries, but we did this on purpose to see how often users will ask for help and what questions they have.

Recently, big companies have been increasing their interactions with support, as this helps customers feel better about the brand and makes it more likely they will return because their problems were solved.

After the launch, we finished the technical cross-sell services, so we needed to create purchase entry points on the page. In version A, it looks like a gap between sections with a button. When you click the button, a popup opens with service options. In version B, we show a cell with buttons, which feels more natural

In the end, users selected one of the services more often in option B than in option A. However, in option A, users chose more services than in option B, which brought in more revenue in option A. Therefore, option A was chosen.

The profile is technical thing for MVP and also it is a control point for the subscription. We inform the user about the subscription in marketing, when buying tickets through other products, and also in this onboarding.

I suggested this design for the profile and the subscription widget.

There is a whole section about the subscription, how it works, and how to switch between plans.

The A/B test happened because of a disagreement with the CPO about whether this information page (the first one in the screenshot above) is necessary. He wanted to show the pricing plans right away when clicking on the subscription button in the profile and did not want to create a FAQ section or a list of benefits for the current subscription.

I was against this because I wanted to help the user see what they have now and gather answers to frequently asked questions.

After a long debate, we decided to conduct an A/B test. It is important for us to activate the subscriptions of users who came from different sources

In the end, the option I suggested brought more subscribers. We did not research why this happens, but the hypothesis is that after detailed benefits, it is easier for the user to decide to switch from the free plan to the paid plan

After 6 months of development, we released the MVP, which is quite fast considering all the problems with the single database and building a new mobile development team. After the launch, we got fantastic numbers for the MVP

I could not have done it without a team made up of a CPO, an Android Developer, and an iOS Developer. We managed to achieve what we wanted and pass it to the dedicated team.

I learned to conduct research quickly and launch an effective subscription in the mobile appI learned to present big projects in English to top management