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Ariva is a startup in its early stages.  They are a relocation service that aims to give guidance to people moving to D.C.  We were asked to redesign their onboarding process and also to design an interactive map for their website.



I was the lead UI designer for the Interactive map.  I had to incorporate all the data that had to be displayed on the map and figure out how to allow users to navigate it and display it in a concise way.  I also had to coordinate with my team mate to ensure a consistent experience from the on boarding and the interactive map.



The current map that Ariva was using was not interactive.  They were using the Google Map API which was not clear or easy to read, and they did not have a consistent web experience between all of their web pages.

I also had to figure out how include four times as much data on the map page on one third of the space.



We went back to interviews.  We managed to find corporate clients, HR representatives, and employees who had been supplied with relocation services when they moved.  We found that a lot of these companies already had relocation plans in place for their employees, what they needed was to give their employees reliable guidance as to where in the city they should move and what they could expect once they moved there.  This, Ariva could do very well.  We refocused our research to see what pain points our users found in the relocation process and looked for what could set Ariva apart from all the other relocation services.

Everything we heard from our interviews and our research pointed to a common theme:  People wanted advice when they moved to a new city, but they NEEDED to be able to trust that advice. 

The solution: make RELIABILITY and TRUST the main focus of the Ariva experience.



From our research we found a few ways in which ARIVA could capitalize to project Reliability and reinforce Trust.

Redesigned Onboarding process.  Users told us that they felt the onboarding questionnaire was vague and that the answers were not reflected  on their overall experience.  We made sure all of the data that users shared with us was reflected on their ARIVA experience.

The counselors which we renamed Ariva Ambassadors were not testing well with users.  They did not feel that they could trust them.  We made them more personable by introducing a profile for each Ambassador so that users could get to know them and trust them before they had to make the decision to work with them.

Making the interactive map more clear and easy to use.  By populating the map with the things our users told us were important to them on the onboarding process it would show them that we listen to them.



We gave the Ambassadors a name and a face so that they are more than just a concept, they are a real person whose advise our users can trust.  This is what our users asked for.   We also streamlined the onboarding process and made sure that the information our users shared with us was prominently displayed on their personalized interactive map so that our users will know that we listen to them.  All these changes will result in building a stronger relationship with both our individual users and our corporate clients.  And this, is what our research told us, would be the key to success for Ariva.

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We started the project by conducting a few stakeholder interviews and learning everything we could about Ariva.  We spoke with their Co-Founder, their CTO, and their project manager.  They explained to us who Ariva is and what they hope to become.  The key takeaways from the stakeholder interviews were: The main product Ariva wanted to emphasize is their interactive map, they wanted help with the user flow on their site, and they needed to find ways to incentivize users to upgrade to their pay service “Ariva Pro”.


We then researched relocation services extensively.  We learned that just about all of the companies on the market dealt exclusively with corporate clients through HR portals.  Knowing that Ariva did not have the capabilities to be a full service relocation company right now we decided to focus on individual users as opposed to corporate clients.  We conducted interviews among people who had recently moved to D.C. or were planning to move in the near future.  As we were deciding to move in the direction of individual users we did some business analysis and found that since relocation is a one time service, the individual users would not be able to sustain the company on their own, we needed corporate clients to constantly supply Ariva with customers.

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