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Grupo Martins specializes in solutions for entrepreneurs and is highly focused on the wholesale market. Through dti digital, I had the opportunity to participate in the pursuit of innovation and digital transformation that we conducted with the client.
The work developed with Grupo Martins began with a research process followed by a week-long Design Sprint, which I facilitated remotely alongside two other designers, alternating proposed activities.
To understand how the process worked, we invited Martins' business and technology teams to explain the purchasing stages, specifying the steps customers took and the backend actions required to serve them. For each stage, we described the pain points and technologies involved.
We mapped the journey and identified pain points for the business team. We also created personas to understand customers' primary needs.
We defined key personas involved in the process: four different customer types and two types of Martins' sales representatives. To build these personas, we conducted phone interviews with real Martins users and brought the results to a workshop with the business team to prioritize pain points and expectations.
We knew some internal Martins initiatives were already addressing certain pain points. Additionally, we needed to identify the most urgent ones. We organized potential features for our MVP based on this context.
To align stakeholders from different areas, we collaboratively defined our solution using the "It Is / It Is Not" and "It Does / It Does Not" tools. These outlined functionalities included in the MVP and those explicitly excluded.
After identifying pain points and needs, we held a workshop to define a mission guiding the project’s next decisions. This helped prioritize focus areas:
“To increase native sales, we will optimize purchase time and share market knowledge to drive profitability for small and medium retail clients.”
To expand solution possibilities, we ran a “How Might We” (HMW) exercise to raise key questions. This kickstarted ideation, aiming to collaboratively seek solutions.
This exercise helped to create hypotheses for our MVP. For each HMW question, we defined an assumption, a hypothesis, and a proposed solution. After group work, we had a critique and refined these ideas into tangible product concepts.
To decide which ideas would enter the MVP, we prioritized them using a value vs. effort matrix.
Wholesale buyers often rely on predefined shopping lists for inventory restocking. Many used spreadsheets or paper lists, requiring manual transcription during purchases. By integrating lists into the platform, users could save and retrieve items in one click.
The goverment ID number is critical for merchants, simplifying login as it is easy to remember and it is a fixed information (unlike emails). We also enabled multiple IDs per client.
Martins has years of market expertise and offered consulting services for customers. So we created a section on the website that has recommendations using an algorithm to suggest optimal pricing, ideal margins, and related relevant products.
Cashback was an existing benefit, but few customers knew their accumulated amount or where to find it. We moved this data to the homepage for clarity.
We validated MVP prototypes with a client group through remote conversations and observations, identifying points that needed to be improved.
Software used:
