Mevo wants to ensure its member base is operating their vehicles safely. Speeding is dangerous for members and those they share the road with. My challenge was to increase the impact of the interventions utilising in-app messaging.
I defined the current impact of speeding by looking into recorded speeding events within the member base. Mevo’s T+C’s defined that any member who speeds over 150km/h received an instant suspension.
The Experience team manually sent in-app messages to members when they were notified of a speeding "event". Interventions were at the discretion of the team member.
After some initial research, I formed the research question:
A key finding was that 35% of suspended members had a speeding event. New members also made up a significant number of speeding events. This provided insight into user behaviour. From this, a constraint was set, how can we cater our speeding notifications towards different behaviours?
Using these findings, I created user segments using live trip data. This data was accessible in real-time in the user profile on Intercom. By segmenting members we could cater the messaging more specifically by using content and delivery to deter certain behaviors on the road.
New Members – Less than 5 trips and a speeding event
Experienced Members – More than 5 trips a speeding event
Severe speeding – Any event over 130km p/h
Content is powerful, and it can help persuade behaviour change. The delivery method and copy were important considerations.
Each segment was catered to using voice and tone. Aligning with Mevo's company values, the voice encouraged kindness and care within the member base, a culture of mutual respect. Tone was used to target specific behaviour within each segment, and persuade behaviour change while on a trip.
Using Intercom, the support teams' messaging software I created an automatic messaging system with three outbound messages triggered by events in the user segments.
I had the opportunity in this sprint project to carry out all of the work and launch it in the product. It gave me a lot of satisfaction and confidence in my capabilities to execute a project from start to finish. It also meant that I went through many critiques of the system with the Head of Experience before launching. I learnt the balance of critical thinking and knowing when a project is good enough to launch.
I worked closely with the Head of the Experience team, Tian. I met with him once a week to update him on my findings and process. We complemented each other's lines of inquiry, and he allowed me the scope to do design research.
I collaborated with the Product designer Nina during the content design of the messages. She provided the style guides which ensured continuity and collaborated on defining the tone of each message.
