Our team only takes charge of UX and interaction design in this project, the rest are handled by a UI agency and developer team. Each of us has a different mission and sometimes it conflicts.

1. The strategic difference between websites and APPs are not cleared, so we spent a lot of time discovering the product positioning between the two platforms.

2. The client only has a general goal, but they are not clear what milestone they have to achieve.

The sea freight industry has a long history and they already have a rooted way of working since several decades ago. It's not easy to convince them to migrate their daily work online.

Host several user interviews to uncover insights and translate concepts into features.

Facilitated several workshops with other designers to get the client's visions and understand their requirements.

Created wireframes and prototypes to share the vision and design principles to align with clients before we handed them over to the UI team.

We defined the scope of the first release based on the business goal and the tech capacity, then, prioritized and negotiated features for launch and beyond with the client.

Prototype testing and assumption validating with the users after creating high-level prototypes, to ensure the solution really works.

By interviewing their clients, suppliers, employee, and their senior management, to understand their expectations for the APP, their current business workflow, and the client‘s long-term business goal.

Based on the outcomes from the vision workshop, we made a high level plan and divided into 3 phases.

After we came up with the strategy and align with the client, we hold the HMW workshop with the clients from different business units to understand what kind of features potentially could be planned and prioritized in order to reach the periodic goals for each product.

Since the client is still in a very early stage of digital transformation, the primary thing for them now (phase 1) is collecting clean data as much as possible, in terms of business data, user profile, user behavior, feedback...etc. Another task for phase 1 is also MVP (minimum viable product) validation to verify if they really need the system across 2 platforms...

Once they have enough data, they can start to analyze them and make a detailed plan to reach the final goal, which is market expansion and operational automation.

One of the biggest concerns from COSCO is how to persuade their clients starting to migrate the offline process to online. Thus, we involved COSCO's existing client in the product design and research process, in order to show the value and deliver the message that the product is designed to solve your pain points.

COSCO can also prepare some training materials which emphasize the product value for COSCO's client manager to learn. In this case when the product release, they are able to promote and coach their clients. Furthermore, during the training session, the manager can also collect the client's feedback and fix the negative one in the next iteration.

After the pattern has been run for a few iterations and the product usage rate getting stable, they can expand the promotion to their potential or new clients. Once they got enough users, they can start to layer and set up different strategies for them, in order to keep them and make more profits.

Considering the limited time given and the tech capacity, although we identified 3 personas after the user research, we still decided to focus on only one first and put most of the effort and resources into it for the MVP.

The persona we select has a strong influence on the company's profit, so we map out all the pain points and filter them in 2 rounds. We picked up the small effort but big value one first, then identify the mobile friendly items to include in the MVP scope. We decided to provide a better customer experience to them first and get feedback to verify the solutions and enhance the product, in order to maximize our client's benefits.

We interviewed several users from different COSCO's clients. We divided them into 3 types based on the business interaction they are in charge with COSCO.

We worked in the COSCO office to observe how they deal with the daily work and interact with their client. After that, we prepared some questions and interview them on how they think about the current workflow, and what's their expectations and verify some assumptions.

We mapped out the user journey and check with COSCO and their clients during the interview to help us clarify the current business flow, then identify the current pain points.

One party can draw up a draft contract first and then send it to the other, if the receiver agrees, then it can move on to the next step; if not, the receiver can provide a new proposal until both parties make an agreement.

The sea freight contract is comprised of several terms and agreements. Displaying the editing history for each of them in one place is easier to refer and track.

Their client can also provide their ideal proposal and it also reduces the workload of subsequent contract amendment from the COSCO side.

Collect all the version histories in one place under each term, it's easier for both sides to refer to. When it comes to commercial disputes, it's also the single source of truth.

In order to speed up the process, we transform the traditional contract editing way into a standardized form, users just need to select and fill in some key information in the fields.

In order to mitigate the delayed response caused by the time difference, the system provides more general info and FAQ /chatbot for users to view when they have questions.

Ensure the client can communicate with the COSCO side in time and get notified of the urgent information.