Insuretech
Bamba
I researched, analyzed, and synthesize the data to find insights
and develop the new business platform and go-to-market strategy.
As the project grew I created a communication strategy, scripted
an animated video, service rituals, and communication tools.
Until 2019, Comunidad 4Uno offered a low-cost health insurance
for domestic employees, granted by their employers, and achieved
growth throughout an ambassador system. Conscious of the
potential, the board foresaw exponential expansion, but to be
achieved, 4Uno needed to redefine their vision and strategy.
Context
The new vision involved introducing new products for health,
financial and labor protection. However, they faced two key
challenges that would hold them back if not handled correctly:
1. Employers considered the product as one of a kind, although their perception positioned it as expensive health insurance for the work relation it protected.
2. Users didn’t understand the benefits and considered it a needless expense, limiting use or being partially used
1. Employers considered the product as one of a kind, although their perception positioned it as expensive health insurance for the work relation it protected.
2. Users didn’t understand the benefits and considered it a needless expense, limiting use or being partially used
Understanding all perspectives
The current business model was integrated by three audiences: users (domestic employees), clients (employers), and ambassadors. We interviewed them, current and possible interested, to understand motivators and barriers, and along with the analysis of desk research we found shared necessities among different domestic workers.We spawned the opportunity to escalate the impact of 4UNO to all vulnerable Mexican workers, domestic workers, small businesses, entrepreneurs and freelancers, considering that there are more than 15.3 million informal workers in Mexico.
The key approaches
To reach this larger target, it was necessary to strengthen the value proposition and frame a consistent business model on three aspects before making greater changes:1
Senior team
Looking at the growth ahead, the team needed to be
complemented by more experienced leaders to implement the
required changes.
2
Audience-centered
Different clients meant different unmet necessities and, therefore, unique key messages and stimuli to create loyalty.3
Brand evolution
To attract new clients and users, we needed to have an
attractive and consistent identity relatable to different
targets
