Simple Case Study

Results



Hard to navigate, behind the brand, and unusable on mobile. For Air New Zealand, a store that felt second-rate wasn't just a UX problem. It was a brand risk. Every customer who bounced was a loyalty moment lost.
The brief: redesign it to a standard the brand could stand behind.
Double diamond approach. Research phase kept separate from design to avoid collapsing the two too early.Workshops and prototyping sessions with stakeholders across the business. Customer data gathered to pinpoint where the experience was failing.In parallel, benchmarked leading retail and loyalty stores globally. One question driving it: what does world-class look like for a customer at this point in their journey?That benchmark became the design north star.
Stakeholder workshops from day one. Shareholders, brand, developers, and PM all in the mix. Running structured workshops early meant everyone understood the direction and had shaped it. That buy-in paid off throughout the build.
External team, managed closely. Working with an external frontend team added coordination overhead. The answer was over-communication: detailed specs, clear rationale, and regular checkpoints so nothing got lost in translation.
Mobile as a first-class surface. The previous store treated mobile as an afterthought. This redesign didn't. Mobile was designed in parallel from the start, not retrofitted at the end.
Brand-led. UX-driven. Every decision was held against two questions: does this feel like Air New Zealand, and does it make the task easier? Where those two were in tension, we worked through it, not around it.