To design a shift in consumer behavior from buying to renting was the biggest challenge. From a digital product perspective, there was no easy way to explain Joymode or any truly standard patterns of interaction for the service we offered, based on the lack of direct competitors at the time.
To create an experience for users that felt familiar, I borrowed interaction patterns from e-commerce, hospitality, and even logistics services and platforms in order to produce a cohesive experience across all our digital touchpoints—iOS, web, and in-person retail— and worked closely on the brand side to tell the right story through the interface.
In terms of process, I always designed personalized experiences for our three user groups, Prospects, Customers and Members, across three modes of usage—Learn, Explore and Reserve. These modes corresponded to different parts of the acquisition journey for Prospects and were carefully considered throughout our website, a key growth channel, to ensure we were delivering the right information to the right user at the right time.
Using Full Story to track user analytics and collect qualitative research helped me to gain visibility into the prospect experience and better craft the story of Joymode throughout our website, app, and owned media and across the modes of usage.
During my time at Joymode, I'm most proud of our experimental retail partnership with Walmart that we built and launched in less then two months in late 2019.
Ideologically and culturally there are few companies I've worked for before or since that have resonated with me so deeply and personally. While Joymode as a company no longer exists, I'm proud of the members we acquired and the minds we changed about ownership, accumulation of stuff, and access to experiences.