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WORKING WITH ZIPLINE: BRAND EXPERIENCE

I was contracted by Product Design and Product Marketing teams at Zipline to take a look into the brand experience and project manage their new identity’s rollout. I spent time investigating and auditing existing brand assets then researching, interviewing and collating insights into an extensive touchpoint journey map (CX/UX/EX tiers).

 

I kicked off the development stage with a set of recommended planning documents that included implementation guidelines for each of the horizons projected in line with company objectives.

Role: Designer (Experience + Creative)

Credits: Brand Design: Milo & Co / Zipline Designers: Jeriah Lau and Sharon Lee / Product Designers: Adam Franks and Eugene D'Hage-Craig

Stage 01: Understanding where we were at

Setup collaborative conversations with experienced team members to workshop their perspective on journeys and where the brand touches at each stage.

Stage 02: Defining the problem spaces

Defining what the journey looked like at that moment:

Performed audit and documented what materials were in existence, where they sat within each journey and the level of consistency, quality and adherence to the new branded guidelines

Stage 03: Planning & strategy then getting sh*t done

Stage 04: Creating consistency for delivery

From audit, identified critical gaps in the customer journey, created project lists and aggressively prioritised.

 

Then created appropriate systems, processes and project management in line with quarterly KRs and execute/explore goals based around journey and audit analysis findings

Worked with designers to create updated Brand Style Guidelines as a source of truth for Zipline. This created the basis for consistency across internal and external materials.

  Stage 01 

Understanding where we were at with brand experience

Creating journey maps

It was important to understand what journeys were happening across the business first.

  Stage 02 

Defining what the journey looked like at that moment

AUDIT REPORT

I took a look at all materials created up to that point in time to identify a few things:

1.

2.

3.

4.

The level of consistency across materials visually

How we spoke and sounded as a brand through tone-of-voice

How the wider business accessed the materials ie. file types as well as where they were created and stored

Where the critical gaps were in when reviewed with business need

  Stage 03 

Planning with strategy

SYNTHESISING DATA AND PUTTING INTO STRATEGIC PLAN OF ACTION

From audit, I identified the critical gaps within the service journey then created project lists and prioritised in key order from highest ARR/Business needs to brand enablement and explore goals

Getting sh*t done

BASICALLY THIS WAS THE POINT IN WHICH THE RUBBER MET THE ROAD

I created appropriate systems, processes and project management in line with quarterly KRs and execute/explore goals based around journey and audit analysis findings and the corresponding recommendations/horizon planning. 

  Stage 04 

Creating consistency for execution

ROLLOUT AND ENABLEMENT

I worked with designers to create updated Brand Style Guidelines as a source of truth for the Zipline brand experience. This created the basis for consistency across internal and external materials.

What I learned: always test with your users! Even if they're internal. Even if it's just a small initiative. 

A lot of the work that I did with Zipline was setting up systems for internal change; I spent time interviewing for discovery but when it came to testing with staff I mistakenly limited the time to test the solutions. This meant that some of the new implementations needed reiterating after launch with internal users.

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