Vagamo ✦ Semi OTA Product Design
Vagamo ✦ Semi OTA Product Design
Job case
Job case
2024
2024
Role
Product Designer
Scope
UX/UI Design
UX/UI Design
Platform
Web
Web
About project
About project
Our company, with over 20 years of experience in the travel industry, primarily operates on a Call-to-Book (C2B) model through platforms like ASAPTickets and Skylux Travel. Recognizing shifts in customer behavior and industry trends toward Online Booking (OB), we launched OOJO in 2016, a fully online product. However, OOJO's revenue remained significantly lower compared to C2B.
To adapt to evolving customer preferences, our team identified a market gap for a hybrid model combining C2B and OB. This led to the creation of Vagamo, an in-house pilot project aiming to merge the strengths of both models within a new brand, leveraging existing flows from ASAPTickets and OOJO.
Our company, with over 20 years of experience in the travel industry, primarily operates on a Call-to-Book (C2B) model through platforms like ASAPTickets and Skylux Travel. Recognizing shifts in customer behavior and industry trends toward Online Booking (OB), we launched OOJO in 2016, a fully online product. However, OOJO's revenue remained significantly lower compared to C2B.
To adapt to evolving customer preferences, our team identified a market gap for a hybrid model combining C2B and OB. This led to the creation of Vagamo, an in-house pilot project aiming to merge the strengths of both models within a new brand, leveraging existing flows from ASAPTickets and OOJO.
Main task
Main task
For the initial MVP, our primary objective was to validate the hybrid model. To expedite development and minimize costs, we leveraged existing flows from our other products, OOJO and ASAPTickets. This included reusing not only the logic but also the design and interactions, effectively adapting the existing codebase and development framework of OOJO with minor adjustments to align with Vagamo’s new brand principles.
Once Vagamo demonstrates consistent revenue growth and the hybrid model is proven successful, we plan to undertake a comprehensive redesign. This will include both C2B and OB flows, with a focus on establishing a unique brand identity, incorporating modern design principles, and implementing ideas that were not previously realized in ASAPTickets and OOJO.
For the initial MVP, our primary objective was to validate the hybrid model. To expedite development and minimize costs, we leveraged existing flows from our other products, OOJO and ASAPTickets. This included reusing not only the logic but also the design and interactions, effectively adapting the existing codebase and development framework of OOJO with minor adjustments to align with Vagamo’s new brand principles.
Once Vagamo demonstrates consistent revenue growth and the hybrid model is proven successful, we plan to undertake a comprehensive redesign. This will include both C2B and OB flows, with a focus on establishing a unique brand identity, incorporating modern design principles, and implementing ideas that were not previously realized in ASAPTickets and OOJO.
Project outcome
Project outcome
Within three months, we successfully:
Launched Vagamo, a branded hybrid model for flight ticketing;
Adapted legacy flows from OOJO (OB) and ASAPTickets (C2B) with a fresh design approach aligned with our new brand;
Within a first months after launch Vagamo’s hybrid model validated, with C2B generating significantly higher profit margins. On average, Call to Book revenue on average was over 60% higher than Online Booking revenue per booking;
Validated customer preference for hybrid booking options, leading to a full redesign of Vagamo to establish its unique identity;
Established a foundation for Vagamo as a distinct product with a sustainable and competitive hybrid model within a Trevolution group.
Within three months, we successfully:
Launched Vagamo, a branded hybrid model for flight ticketing;
Adapted legacy flows from OOJO (OB) and ASAPTickets (C2B) with a fresh design approach aligned with our new brand;
Within a first months after launch Vagamo’s hybrid model validated, with C2B generating significantly higher profit margins. On average, Call to Book revenue on average was over 60% higher than Online Booking revenue per booking;
Validated customer preference for hybrid booking options, leading to a full redesign of Vagamo to establish its unique identity;
Established a foundation for Vagamo as a distinct product with a sustainable and competitive hybrid model within a Trevolution group.
[Step 1] Market research & analysis
[Step 1] Market research & analysis
Defined customer persona
Our primary marketing efforts targeted the ASAPTickets audience. Key characteristics of this audience include a strong focus on finding low prices, often comparing our offerings with competitors to secure the most affordable options. Many are willing to go beyond online channels, utilizing email or phone inquiries to request tailored deals.
This audience typically consists of experienced travelers embarking on long-distance trips (e.g., Trans-Pacific or Trans-Atlantic flights) and places high value on a personalized, 24/7 service experience. Notably, a significant portion of our customer base comprises U.S. expats from Asia and Latin America.
Key Focus Areas: Low prices, personalized 24/7 service, special offers, and the American market.
Our primary marketing efforts targeted the ASAPTickets audience. Key characteristics of this audience include a strong focus on finding low prices, often comparing our offerings with competitors to secure the most affordable options. Many are willing to go beyond online channels, utilizing email or phone inquiries to request tailored deals.
This audience typically consists of experienced travelers embarking on long-distance trips (e.g., Trans-Pacific or Trans-Atlantic flights) and places high value on a personalized, 24/7 service experience. Notably, a significant portion of our customer base comprises U.S. expats from Asia and Latin America.
Key Focus Areas: Low prices, personalized 24/7 service, special offers, and the American market.
Conducted competitors analyses with SWOT comparison
We have analyzed various competitors, including Kayak, Kiwi, Tinkoff Travel, Trip.com, Justfly, Priceline, MTS Travel, Skyscanner, Expedia, OZON Travel, Aviasales, and over 10 smaller competitors. This analysis covered UX evaluation, content comparison, visual heuristics, and benchmarking. For each page, we compiled a detailed table of contents to compare what each competitor presents to users and developed a SWOT analysis for each product.
This is a crucial step to gain deeper insights into our competitors, identify industry trends, uncover potential gaps in their offerings, and apply these learnings to refine our own product strategy and design.
We have analyzed various competitors, including Kayak, Kiwi, Tinkoff Travel, Trip.com, Justfly, Priceline, MTS Travel, Skyscanner, Expedia, OZON Travel, Aviasales, and over 10 smaller competitors. This analysis covered UX evaluation, content comparison, visual heuristics, and benchmarking. For each page, we compiled a detailed table of contents to compare what each competitor presents to users and developed a SWOT analysis for each product.
This is a crucial step to gain deeper insights into our competitors, identify industry trends, uncover potential gaps in their offerings, and apply these learnings to refine our own product strategy and design.
[Step 2] Flow planning and branding
[Step 2] Flow planning and branding
After identifying user needs and analyzing industry trends, we began planning the initial pages and flows for the website. We first outlined the primary flow for the Online Booking approach, followed by the Offline (C2B) approach. Using insights from legacy designs, we estimated the time required to implement necessary changes and collaborated with the Product Owner (PO) and business team to finalize the MVP 1.0 roadmap
After identifying user needs and analyzing industry trends, we began planning the initial pages and flows for the website. We first outlined the primary flow for the Online Booking approach, followed by the Offline (C2B) approach. Using insights from legacy designs, we estimated the time required to implement necessary changes and collaborated with the Product Owner (PO) and business team to finalize the MVP 1.0 roadmap
Simultaneously, our Brand Designers, in collaboration with the PR team and Product Director, worked on creating a new brand identity for Vagamo. All branding options were thoroughly reviewed and refined in close consultation with product design team to ensure alignment with the product vision.
Simultaneously, our Brand Designers, in collaboration with the PR team and Product Director, worked on creating a new brand identity for Vagamo. All branding options were thoroughly reviewed and refined in close consultation with product design team to ensure alignment with the product vision.
[Step 3] Restyling of legacy designs & development
[Step 3] Restyling of legacy designs & development
Once the business approved the branding, we began updating and enhancing the UI of OOJO and ASAPTickets to align with Vagamo’s new style guide. This included updating content and redesigning key elements across each page.
Once the business approved the branding, we began updating and enhancing the UI of OOJO and ASAPTickets to align with Vagamo’s new style guide. This included updating content and redesigning key elements across each page.
We’ve prioritized high-traffic and critical pages, such as the Results page where most users land from partner websites, the Payment flow for both Online Booking and Call-to-Book models, and the Home, Support and About pages for users seeking more information about the brand.
We’ve prioritized high-traffic and critical pages, such as the Results page where most users land from partner websites, the Payment flow for both Online Booking and Call-to-Book models, and the Home, Support and About pages for users seeking more information about the brand.
Since our primary objective was to encourage users to contact us, we made significant updates to shared elements from OOJO and introduced new components, such as C2B modals, banners, and header blocks, to streamline the Call-to-Book experience.
Since our primary objective was to encourage users to contact us, we made significant updates to shared elements from OOJO and introduced new components, such as C2B modals, banners, and header blocks, to streamline the Call-to-Book experience.
The design and development process followed Agile methodology with a straightforward workflow:
(1) Requirements -> (2) Design -> (3) Business Review -> (4) Development -> (5) Dev. QA & Design QA -> (6) Deployment.
This approach ensured efficiency and close collaboration across teams, enabling us to deliver the MVP within the tight timeline.
The design and development process followed Agile methodology with a straightforward workflow:
(1) Requirements -> (2) Design -> (3) Business Review -> (4) Development -> (5) Dev. QA & Design QA -> (6) Deployment.
This approach ensured efficiency and close collaboration across teams, enabling us to deliver the MVP within the tight timeline.
[Step 4] Launch, Study & Tests
[Step 4] Launch, Study & Tests
After launch main accent for design team was to study user behavior and find out all frustrations along with usability problems. Here we had 2 main tools for it - Hotjar for usability studies and Google analytics & Looker Bl for understanding funnel and generally user interest in certain elements and blocks with help of events on our call to actions through whole website.
After launch main accent for design team was to study user behavior and find out all frustrations along with usability problems. Here we had 2 main tools for it - Hotjar for usability studies and Google analytics & Looker Bl for understanding funnel and generally user interest in certain elements and blocks with help of events on our call to actions through whole website.
Through extensive research, we identified key usability challenges impacting user experience. Many users attempted to click on the baggage icon to check luggage allowances, unaware that this information is unavailable before booking due to technical limitations. Additionally, brand credibility emerged as a concern, with users expressing hesitation to transact due to an outdated website design, lack of visible reviews, and limited company information. Furthermore, behavioral insights from Hotjar analytics revealed banner blindness on our primary C2B elements, designed as a banners or CTA's nearby flight quotes with lower prices/discounts, was overlooked as users mistook it for an advertisement. These findings provided a clear direction for improving user trust, engagement, and overall platform usability
Through extensive research, we identified key usability challenges impacting user experience. Many users attempted to click on the baggage icon to check luggage allowances, unaware that this information is unavailable before booking due to technical limitations. Additionally, brand credibility emerged as a concern, with users expressing hesitation to transact due to an outdated website design, lack of visible reviews, and limited company information. Furthermore, behavioral insights from Hotjar analytics revealed banner blindness on our primary C2B elements, designed as a banners or CTA's nearby flight quotes with lower prices/discounts, was overlooked as users mistook it for an advertisement. These findings provided a clear direction for improving user trust, engagement, and overall platform usability
The primary issue continues to be the low volume of calls and the ineffective call-to-book (CTA) functionality. In response, I decided to implement a new banner strategy addressing the phenomenon of banner blindness. We have restructured the banner to align visually with other UI elements on the page, enhancing its prominence through the incorporation of supportive design elements and a clearly defined CTA button.
The primary issue continues to be the low volume of calls and the ineffective call-to-book (CTA) functionality. In response, I decided to implement a new banner strategy addressing the phenomenon of banner blindness. We have restructured the banner to align visually with other UI elements on the page, enhancing its prominence through the incorporation of supportive design elements and a clearly defined CTA button.
One of testing subject's examples:
Following extensive testing of the two options, we successfully solved the issue of banner blindness, resulting in remarkable conversion rates for clicks, which served as a key indicator of user interest, alongside a significant increase in call volume. This achievement represents a crucial milestone for our business, as our sales data indicates that C2B model sales are approximately 60% more profitable than online sales.
Following extensive testing of the two options, we successfully solved the issue of banner blindness, resulting in remarkable conversion rates for clicks, which served as a key indicator of user interest, alongside a significant increase in call volume. This achievement represents a crucial milestone for our business, as our sales data indicates that C2B model sales are approximately 60% more profitable than online sales.
[Step 5] Transfer to Vagamo’s own final design
[Step 5] Transfer to Vagamo’s own final design
A key consideration for businesses following the successful testing of the hybrid model is how to distinguish Vagamo from other company’s products such as OOJO and ASAP. Given that Vagamo is a new product, it was essential that it not only possesses a visually appealing design to enhance credibility but also offers convenience and utility to ensure optimal usability.
A key consideration for businesses following the successful testing of the hybrid model is how to distinguish Vagamo from other company’s products such as OOJO and ASAP. Given that Vagamo is a new product, it was essential that it not only possesses a visually appealing design to enhance credibility but also offers convenience and utility to ensure optimal usability.
After almost three months of extensive meetings and discussions with the Product Owner, Business, and Sales teams, along with the development of various concepts and design moodboards, we have reached a consensus on a singular minimalistic concept. This new direction has completely transformed Vagamo's appearance, providing it with a distinctive look and feel.
After almost three months of extensive meetings and discussions with the Product Owner, Business, and Sales teams, along with the development of various concepts and design moodboards, we have reached a consensus on a singular minimalistic concept. This new direction has completely transformed Vagamo's appearance, providing it with a distinctive look and feel.
The next steps for the project will be to begin implementing its own marketing strategy, which includes advertising on various resources in addition to one, for the product team this is testing a larger number of C2B elements, implementing new landing pages, as well as a complete redesign and parallel testing of the entire product’s flow.
The next steps for the project will be to begin implementing its own marketing strategy, which includes advertising on various resources in addition to one, for the product team this is testing a larger number of C2B elements, implementing new landing pages, as well as a complete redesign and parallel testing of the entire product’s flow.
Interested in cooperation?
Contact me:
grabbed.pass@gmail.com
Personal website of Artem Udovichenko
Last Update: January 1, 2025
Interested in cooperation?
Contact me:
grabbed.pass@gmail.com
Personal website of Artem Udovichenko
Last Update: January 1, 2025