How Zylo Spurred Rapid Growth By Taking a Step Back and Understanding Users
As a consumer, you might subscribe to a fair share of platforms and software. You have a Spotify account, you have a gym membership, maybe you have Blue Apron; the list goes on. It might be hard to keep track of every account and to know when you might not need one anymore. Now imagine a large business, trying to manage not only personal subscriptions but also all employee subscriptions.
For those organizations, managing software has become cumbersome. Sometimes companies are paying for dead accounts and don’t even know it. Or employees stop using a platform altogether. Other times, you already pay for your whole company to use a software, like Slack, but then find out employees are actually paying for it on their own company cards.
This is an obvious problem in the enterprise market, and this is the problem that Zylo is looking to solve. Zylo is a SaaS management enterprise leader that simplifies software management. Their platform tracks every software you purchase, which ones are unused or redundant, and when it is time to ask for a discount.
Zylo came to us when they were starting to experience major growth and wanted to make sure they thought about their app holistically before it took off. They were growing and working with big names, but recognized that it was time to take a step back. In all the day-to-day hustle at Zylo, they needed someone to come in and look at the product on a macro level. They wanted an outside perspective of where they are today and where they were going.
They were getting bigger and better, and their product needed to be able to scale with their team. Zylo needed to be scaled to support larger platforms than they were used to dealing with, and their team wanted to identify opportunities for their product to work harder for the consumer.
Zylo was at the top of their game. They had a strong design and product team in-house, so our value consisted of the unique, outside perspective we had to offer.
Our engagement started with a two-stage research process. The first stage was initial evaluative research to see not only how they were using the software, but the whole process around the software lifecycle in a company. We were able to uncover what wasn’t fitting cleanly in user processes, and what they believed could be improved. We packaged up this research to allow the Zylo team to evangelize it within their company. They passed this research around their product team to use as tangible user feedback that they could then implement into the product.
We also used this research to make design changes that better aligned the product with users’ mental models of Zylo. After presenting these design concepts, we set out on the second stage of research: design validation. We went back to the same users we had interviewed in the first round of research to evaluate the new designs, and ensure that we had heard their pains and goals correctly.
In the end, Zylo had new design concepts that were validated by their very own users. They took what we had given them and pieced it into an agile build for their product. Equipped with concept designs and user research, their team was able to step outside of their current product capabilities to fill user needs in the best way possible.
- Even if you already have an in-house design team, a third-party perspective can provide a new perspective on your overall strategy. Your current team can solve problems you’re facing today, while a third party can step back and evaluate the bigger picture.
- When doing user research, make sure you get a well-rounded pool of users to ensure that you’re addressing all users’ pains.
- Share user research findings with everyone in the organization. Even if they aren’t working with users on a daily basis, they should have an understanding of who they’re making this product for, and why.