YEVHEN HAVRYLYCHENKO, ANASTASIYA STRATOVYCH, AND MAKS ILYUKHIN: WHY THE AGENCY HAS 11 STRATEGISTS
To do strategy gang-bangs, of course.
On a more serious note, they have a lot of work to crunch through.
Fedoriv Agency‘s brand strategists have often been asking each other for feedback about presentations, their work in progress, and other stuff.
And at some point, it became clear that working as a team yields better results. Our company has not creative directors but a creative team, each of its members bearing the full responsibility for the outcomes of their decisions. When it comes to strategizing, it’s the same thing: the power of collective intelligence is vast, so why not use it?
With the gang-bangs out of the way, let’s talk strategy. As a part of the Diia e-government project case study, the main stages of project development and team efforts were discussed.
The project at a glance:
Taking the state services online, the government wanted to develop a ‘one-stop-shop’ solution and a mobile app to make the Ukrainians’ lives easier and transform the government from a bureaucratic monster into a user-friendly service. But why would an e-government service need a brand? It will be virtually a monopoly without any competition. The agency needed to understand what exactly was the product that needed to be developed. Often, a brand is believed to encompass a product, design, and communication.
But it is not precisely the case.
For us, the brand starts with a strategy. Why? This way, it’s easier for everyone. Come up with a brand strategy, and you know what to do: what the product should be, what design it needs, and what kind of communication it calls for.
It all started with audience analysis.
The client conducted qualitative (17 in-depth interviews) and quantitative (87,849 respondents) interviews. Based on the data obtained, we determined the most significant pain point of the audience: state services were often associated with stress and wasted time or money.
This is where we asked ourselves: how an e-government service be useful to people? Its primary value lies in the convenience and the time saved. But there is an indirect value, too. It’s battling corruption and ensuring equal opportunities for everyone. We compared the results to what we had before the project brought us and came to the conclusion that the state services were convenient for the government rather than the citizens. Therefore, we took a people-centric approach as a foundation for our strategy.
The next thing was to name it.
Naming is not as simple as it may appear—the attitude toward the product depends on it.
We had multiple variants: ZGODA, tvoi, OSTAP, SPRAVNO.
And when the team was just a step away from finalizing the name, Andriy suggested another one—Turbo. The suggestion was well-justified. Turbo is a name relatable to every Ukrainian. After all, Ukrainians appreciate how quick the services are rendered more than their convenience. The team agreed that the speed was critical. However, it was plain over-promising and not something readily verifiable from the product standpoint. By lucky coincidence and through hard work, we came up with the final name that was genius in its simplicity—Diia (Дія as in Держава і я (Government and I)). It also tied in well with the principal idea of our project strategy.
The task was simple: to create a systemic umbrella brand that would cover all the different governmental bodies. A distinctly Ukrainian brand that nevertheless wouldn’t tip over into banalities.
Among the things we had to do was to design a font. Why would we need a font? Well, the services will be confined to separate websites for awhile. As a part of the design system, the font helps unify the websites’ style and ministries’ identities. We also mulled over adding a font logo.
Again, it took a survey to finalize the font design. This is how the e-Ukraine inclusive font came to be.
Ever tried to register as a sole proprietor online in Ukraine? Our team took a gander to evaluate the customer experience. It turned out the functionality was nowhere near to complying with the principal values of the project. So, we decided to overhaul the services.
Phase 1: Research. We studied the statutory and legislative framework and interviewed the officers to find out if the service could be simplified.
Phase 2: Service overhaul. Having figured out the details, we overhauled the services to make them more user-friendly.
Phase 3: Testing. We created a prototype and tested it, involving the members of the target audience. Then we refined the logic where appropriate.
Phase 4: Design and launch. Once confident in the content and logic of the service, we created a design and launched it.
Then we faced another problem. People sometimes had no idea what state service they needed, and there was no time to make sense of what was hiding behind their name. The service websites were devoid of any explanations, too.
This is what we did:
- We added descriptions for services and the outline of how they were rendered.
- We divided the services into personal and business ones. After all, regular people don’t need to see specialized services for entrepreneurs.
- We also grouped the services by topics, life events, and situations, i.e., the groups contain not just services themselves but the comprehensive information on how to behave in certain circumstances. We wanted people to learn everything they needed to know on Diia, not some third-party websites.