Phobio is known as a leader in the device trade-in space, but they’re more than a brick & mortar retail service–and they needed some help communicating that on their website. In partnership with the Phobio team, we’ve embarked on a two-phase effort to elevate their brand with updated designs and refreshed messaging. We’re proud of our hard work so far, so we wanted to take the opportunity to share the results of phase one and to congratulate our teams.
Phase one of the project began with discovery sessions to uncover what makes Phobio so great at what they do. Over the course of several conversations, we learned that they’re innovative and entrepreneurial, continually setting and resetting the bar for device trade-in. Their team is serious about software, but they also have vibrant personalities and a warm culture. So we realized that a pretty simple question seems to drive the Phobio team: what if we make device trade-in awesome?
Brands are eager to capture the attention of millennials: the generation that came of age around the 2000s, was the first to adopt social media, and has driven consumer culture since it began gaining purchasing power in the mid-aughts. Famously picky and equally loyal, millennials are an audience every brand strives to be on the good side of.
Our longstanding partner Coca-Cola has done just that. According to Business Insider’s recent study of millennial brand loyalty, the most refreshing drink on the shelves is also millennials’ most beloved beverage. Out of a hundred iconic brands—including Apple, Nike and Amazon—the study ranked Coke as millennials’ ninth favorite.
At FortyFour, collaboration is at our core. Working closely with our clients keeps us aligned on the goals and objectives of our work, and for each step of the process, it allows us to explain why we make the choices we do and what impact they have on the overall outcome. For example, typography is often considered an aesthetic component of the designed end product, but today, it’s as important to the overall user experience as ever. Using only type, we can guide a user to take a specific action, help them prioritize certain bits of information over others, or prime them to anticipate what comes next. That’s powerful stuff that we want our clients to understand so they can engage with us in a conversation that results in the best work possible.
What other elements of typography do we want our clients to consider during the UX phase? Let’s discuss.
It’s one we’re all faced with often but for the user experience designer, it’s a surprisingly difficult question to answer. If I simply say, “I’m a user experience designer,” I’m often met with a glazed expression and an awkward silence. I sometimes say, “I design websites and mobile applications,” but then people tend to think I’m a developer or a graphic designer.
In our defense, the entire field of user experience design has difficulty defining exactly what it is we do and the role we play. As a standalone discipline, the role of UX is still fresh and, quite frankly, a little controversial.
On one hand, we’re investigators. We interview, analyze, and sort out the who, what, why, and how of a project. We establish the foundation upon which the team designs and builds the site or app. On the other hand, we’re planners and problem solvers. We create site maps, information architectures, content outlines, user stories, and various other tools that serve as a roadmap for what users encounter. These define how they navigate the site, and how they accomplish their goals. But the fun doesn’t end there. Once the practicalities are sorted out, we slip into the creative role and explore the visual manifestation of this information through wireframes and prototypes. These are the blueprints that visually describe what we’re building.
The promise of digital centers around just how measurable everything is.
A marketer can go into an analytics platform and instantly see impressions, clicks, and spend by different audiences, times, and creative treatments. With on-site tracking, they can measure performance down to the individual marketing channel. The operations team is able to see how order volume changes during sales and by time of day. Finance departments can tie back every cent of revenue and cost directly to its source.
In theory, this data makes it easier to run an effective business. The marketing team can optimize around the best performing tactics, operations can forecast and plan for labor spikes, and finance has a clear view over how all of this impacts the company’s profitability. More conversions are good, less spend is good, on-time orders are good, and this is where most of our revenue comes from.
Digital platforms have become more sophisticated. The amount of data they collect and can report on has increased exponentially. This has been celebrated by many people in the business world. We agree — having that data available to a business is great. But companies should be diligent in how they consume data. Continue reading
Clear, consistent communication helps build trust between brands and customers. If a brand doesn’t seriously embrace a hard-lined style guide, it can come across as sloppy or unprofessional. Get your message across by establishing a defined, concise brand style guide and disperse it throughout the company to maintain compelling copy. Teach everyone from junior marketers to senior executives to follow the same rules, and your brand’s voice will be recognizable in all company communications.
FortyFour has a standard approach for developing brand style guides. Our rules include:
Pick a base style
It’s an unnecessary headache and time-suck to create a brand style guide from scratch, so lay a foundation with a pre-existing, somewhat common style. No one style is superior to the rest, just make sure you’re consistent. If you go with Chicago Manual Style, that means serial commas are standard. If you go Associated Press Style (which is industry standard in journalism), they are not. This ensures all content under the brand umbrella, including promotional materials as well as external and internal communication, is consistent. Continue reading
Shifting careers is often hard to explain. Whether you’re moving departments or starting over in an entirely different field, you’re likely to face a litany of retorts.
At first, I had trouble explaining my jump from the well-defined architect trajectory to the comparably young field of user experience design. Initial attempts to communicate parallels between the design of website interfaces and the construction of buildings were still lacking.
But after five years and trial-by-fire agency experience, however, I like to think I’ve refined my story. Below is a version of that, highlighting the exciting correlations between my former Architectural employment and current Experience Designer role.
Context is crucial
Understanding and operating within contexts is still essential to great work — all of the best architects and experience designers do it. They examine physical factors like the building site or device screen size and adjust design decisions to accommodate for these influences. Great designers also recognize and execute against non-physical determinants such as office politics, project budgets. All of these factors have a hand in shaping context-driven solutions. Moreover, a finished building or marketing website never stands alone; they’re one element in a collage of multifaceted contexts, a collage that affords architectural and experience design professionals an opportunistic medium through which to creatively work.
If you’ve worked in marketing in some capacity in the last few years, you’re probably familiar with a certain syndrome. It’s called “bright, shiny object” syndrome, and it affects marketers all over the world as they become distracted by the latest fad or trend in the marketing world. Whether it’s Snapchat for your B2B financial firm or Instagram for a funeral home, you may have been the victim or carrier of the syndrome (and that’s OK). With all of the new channels and marketing opportunities developing almost daily, it’s increasingly difficult to stay on top of the digital marketing world.
This is why few channels have lasted with the development of the internet as a more lower cost sales vehicle.Continue reading
When we started this journey five years ago, we really didn’t think we were starting an agency. To be honest, it wasn’t the intent. We had other aspirations, but we’ll save that for another post.
Once we knew that we were heading down the agency path, we took time to think about what we wanted to create. We didn’t want to just be another agency. We imagined something different, a company that valued real client partnerships — not perceived partnerships where budgets and margins are at the core — but partnership that results in exceptional work facilitated by integrated teams. We cultivated an agency with senior, hands-on talent creating the best digital products and services, where the managing partners stayed close to clients, and the work we created was paramount. We saw a need for brands to have a partner with expertise in designing, building, marketing, and measuring digital initiatives. We placed value on people, culture, transparency, and on developing long-term relationships.
We could have chosen a different path, but we chose this one.