Veturilo's owner had recently acquired the company, and wanted to overhaul their core messaging, as he saw it wasn't differentiated from other fleet management solutions on the market.
I put together and led a workshop for the team to craft a pack of refreshed, re-usable messaging.
My goal was to:
(a) Redevelop Veturlio's messaging to attract new customers, as measured by no. page visitors starting sign up.
(b) Develop a bank of ready-to-use material for a non-English native team to use in cross-functional collateral.
Veturilo approached me to figure out why leads were not converting. After confirming that the issue wasn't people dropping out during the onboarding, but rather failing to start the onboarding in the first place, I decided to audit all of their messaging. My aim was to figure out exactly how they were communicating their value, and how well this resonated with potential customers.
I put together a corpus of messaging examples across all channels they were active on, and did the same for several key competitors. Immediately, it was clear that there was no differentiation to set Veturilo apart from its competitors.
This led me to recommend approaching messaging by designing value propositions in a collaborative workshop with the team.
Jobs To Be Done: Based on insights from customers and competitor analysis, we listed out all the possible reasons someone would use Veturilo's product. We then identified common themes and identified 3 broad pillars: Management, Staff, and Costs. Within each, we categorised JTBD as (a) foundational; basics expected by users for all products of this kind, and (b) differentiator; jobs that our product covered not covered by competitors.
Personas: Based on these pillars, we created several proto personas whose priorities broadly aligned with each. This helped the team visualise much more clearly who they as a company were speaking to and start to consider how best to communicate with them in a way that resonates.
Persona priorities: We identified existing customers aligning with each personas, and through user interviews, were able to understand what their priorities. This allowed us to rank our identified JTBD and choose where to focus on first.
Pains and gains: Finally, we considered the pains and gains associated with each of our prioritised JTBD. This was intended to get the team thinking about how we could articulate what we offered to users as it relates to why the users might come to them in the first place, i.e. serving as a bridge to the actual copy writing part of the workshop to help lessen any potential writer's block.
Finally, I created a messaging matrix to put together copy to be used across Veturilo's website and channels to encapsulate all of our work. This consisted of:
Pains: What problems do people currently face that our users can relate to? How do we address these problems in their words?
Gains: How can Veturilo address these pains? What solutions are we offering?
CTA: What action do you need to take in order therefore to alleviate your pains? (Hint: it usually involves signing up for Veturilo's free trial.)
Aspiration: In an ideal world, what do those using Veturilo accomplish? This is more conditionally phrased than gains, intended to appeal directly to individuals.
Responsible action: If you want to achieve that aspiration, you'll be a responsible individual by… (A more personal spin on the aforementioned CTA, linked with Veturilo's functionality.)
Features: What functionalities and features does Veturilo concretely offer?
The team had a bank of over 300 prepared lines of copy aligned with their core value propositions, including those differentiating them from other consumers. This copy was used as the foundation for a broader re-brand of the company and as the basis for AB testing for ads across channels, to further identify the most effective messaging pillars.
Here's an example of some of the copy lifted directly from our framework on the refreshed and rebranded site (now with a new name):
