Lifting the Overall Sales
of Generic Items on App
Lifting the Sales of
Generic Medicines
Zeno Health saw low conversion on generics, with users choosing branded medicines which reduced our profit margins.
Problem
Introduced motivators and interrupting bottom sheets highlighting generics' lower cost and faster delivery.
Solution
Purchase on generic products increased from 1.2% to 4.1%
Impacts
5 weeks (Final release in Feb - 2025).
Duration
Ashok Thariyan (Head of Design) Vineeth Nair (UXD) Me (UXD)
My Team
Product research / User testing / UI and Copywriting.
My Roles
Zeno Health saw low conversion on generics, with users choosing branded medicines which reduced our profit margins.
Problem
Introduced motivators and interrupting bottom sheets highlighting generics' lower cost and faster delivery.
Solution
Purchase on generic products increased from 1.2% to 4.1%
Impacts
5 weeks (Final release in Feb - 2025).
Duration
Ashok Thariyan (Head of Design) Vineeth Nair (UXD) Me (UXD)
My Team
Product research / User testing / UI and Copywriting.
My Roles
Zeno Health saw really low conversions on generics, with people picking the branded meds which reduced our profit margins.
Problem
Introduced motivator highlighting the low cost generic, increasing generic sales from 1.2% to 4.1%.
Solution and Impacts
5 weeks (Final release in Feb - 2025).
Duration
Product research / User testing / Visuals, UI and copywriting.
My Roles
Problem of the declining conversions
Problem of the declining conversions
Problem of the declining conversions
Problem statement
Zeno Health struggled with low conversion rates, as users of app continued to favor branded / costly medications despite the availability of cost-effective generics. This cut profits since generics had the highest margins for Zeno Health.
Problem statement
Zeno Health struggled with low conversion rates, as users of app continued to favor branded / costly medications despite the availability of cost-effective generics. This cut profits since generics had the highest margins for Zeno Health.
Problem statement
Zeno Health struggled with a low conversion as users continued to favor the branded and costly medications despite the availability of cost-effective generics. This cut profits since generics had the highest margins.
100%
Users entered the mobie app of Zeno Health.
100%
Users entered the mobie app of Zeno Health.
100%
Users entered the mobie app of Zeno Health.
~ 22%
Users purchased a branded item from the app.
~ 22%
Users purchased a branded item from the app.
~ 22%
Users purchased a branded item from the app.
~ 1.2% 🚩
Users purchased a generic item from the app.
~ 1.2% 🚩
Users purchased a generic item from the app.
~ 1.2% 🚩
Users purchased a generic item from the app.
~ 70%
Users decided to drop off from the app.
~ 70%
Users decided to drop off from the app.
~ 70%
Users decided to drop off from the app.
Switch to PC/Tab to know the design process
Switch to PC/Tab to know the design process
Switch to PC/Tab to know the design process
Switch to PC/Tab to know the design process
Aim and the expected success metrics
Aim and the expected success metrics
Aim and the expected success metrics
Intent
While the main aim of the project was to increase conversion rates on generic items significantly, other minor aims of this also included better awareness, smoother flow and creating a sense of trust with the users on Zeno app.
Intent
While the main aim of the project was to increase conversion rates on generic items significantly, other minor aims of this also included better awareness, smoother flow and creating a sense of trust with the users on Zeno app.
Intent
Zeno Health struggled with a low conversion as users continued to favor the branded and costly medications despite the availability of cost-effective generics. This cut profits since generics had the highest margins.
5/100 users who entered the app needs to purchase generic product over branded.
(6% decrease/month, needed to be x% increase/month).
5/100 users who entered the app needs to purchase generic product over branded.
(6% decrease/month, needed to be x% increase/month).
5/100 customers who entered the app need to purchase generic products.
(6% decrease/month, needed to be anything increase/month).
Existing elements and user's journey
Existing elements and user's journey
Existing elements and user's journey
Skimming through existing UX
I analyzed the existing journey and CTRs to see how users were guided to generics. I noticed that most awareness elements were shown early, while others were pushed to low-visibility areas with less engagement.
Skimming through existing UX
I analyzed the existing journey and CTRs to see how users were guided to generics. I noticed that most awareness elements were shown early, while others were pushed to low-visibility areas with less engagement.
Skimming through existing UX
I analyzed the existing journey and CTRs to see how users were guided to generics. I noticed that most awareness elements were shown early, while others were pushed to low-visibility areas with less engagement.
Key insights
As users progressed through the steps to add a generic products, I noted that user's needed to take one extra step, and view extra screens. After I pointed this insight to team we proposed a vision of increasing the motivation in these steps.
Key insights
As users progressed through the steps to add a generic products, I noted that user's needed to take one extra step, and view extra screens. After I pointed this insight to team we proposed a vision of increasing the motivation in these steps.
Key insights
As users progressed through the steps to add a generic products, I noted that user's needed to take one extra step, and view extra screens. After I pointed this insight to team we proposed a vision of increasing the motivation in these steps.
Phase 1 (Step 1) - Targeting user flow
Phase 1 (Step 1) - Targeting user flow
Phase 1 (Step 1) - Targeting user flow
Adding motivators in flow
I added a few strategic interventions to shift the user's mind towards generic items. Secondly, I decided to add motivators in places of high margin flows.
Adding motivators in flow
I added a few strategic interventions to shift the user's mind towards generic items. Secondly, I decided to add motivators in places of high margin flows.
Adding motivators in flow
I added a few strategic interventions to shift the user's mind towards generic items. Secondly, I decided to add motivators in places of high margin flows.
2 iterations
The idea was to open a comparison table when user clicked on "add to cart" to add a branded product. The bottom sheet was to interrupt the branded product's choice and to motivate the user to consider generics.
2 iterations
The idea was to open a comparison table when user clicked on "add to cart" to add a branded product. The bottom sheet was to interrupt the branded product's choice and to motivate the user to consider generics.
2 iterations
The idea was to open a comparison table when user clicked on "add to cart" to add a branded product. The bottom sheet was to interrupt the branded product's choice and to motivate the user to consider generics.
Phase 1 (Step 2) Launching MVP for 40% users
Phase 1 (Step 2) Launching MVP for 40% users
Phase 1 (Step 2) Launching MVP for 40% users
Design for MVP
Before exploring more iterations and variations, I suggested to launch it and wait for user's responses. This MVP was to go live only for 40% users.
Design for MVP
Before exploring more iterations and variations, I suggested to launch it and wait for user's responses. This MVP was to go live only for 40% users.
Design for MVP
Before exploring more iterations and variations, I suggested to launch it and wait for user's responses. This MVP was to go live only for 40% users.
Phase 1 (Step 3) Metrics and testing results
Phase 1 (Step 3) Metrics and testing results
Phase 1 (Step 3) Metrics and testing results
Testing and early numbers
We kept a track of the numbers every single day and noticed the ups and down. The results were a bit inconsistent, lower than predicted, but positive overall.
Testing and early numbers
We kept a track of the numbers every single day and noticed the ups and down. The results were a bit inconsistent, lower than predicted, but positive overall.
Testing and early numbers
We kept a track of the numbers every single day and noticed the ups and down. The results were a bit inconsistent, lower than predicted, but positive overall.
1.2% generic sale rise to approximately 2.0% on week 1.
1.2%
to
2.0%
66 %
in 7 days
1.2% generic sale rise to approximately 2.0% on week 1.
1.2%
to
2.0%
66 %
in 7 days
1.2% generic sale rise to approximately 2.0% on week 1.
1.2%
to
2.0%
66 %
in 7 days
2.0% generic sale rise to approximately 2.5% on week 2.
2.0%
to
2.5%
25 %
in 7 days
2.0% generic sale rise to approximately 2.5% on week 2.
2.0%
to
2.5%
25 %
in 7 days
2.0% generic sale rise to approximately 2.5% on week 2.
2.0%
to
2.5%
25 %
in 7 days
Phase 2 (Step 1) User feedbacks
Phase 2 (Step 1) User feedbacks
Phase 2 (Step 1) User feedbacks
Selecting users for feedbacks
After 14 days, we selected 10 users for feedbacks. These were the users who viewed comparison table for 10+ seconds, yet didn’t purchase generics. Users preferred direct savings and benefits over flows. While bottom sheet allowed users to compare, they needed some upfront benefit.
Selecting users for feedbacks
After 14 days, we selected 10 users for feedbacks. These were the users who viewed comparison table for 10+ seconds, yet didn’t purchase generics. Users preferred direct savings and benefits over flows. While bottom sheet allowed users to compare, they needed some upfront benefit.
Selecting users for feedbacks
After 14 days, we selected 10 users for feedbacks. These were the users who viewed comparison table for 10+ seconds, yet didn’t purchase generics. Users preferred direct savings and benefits over flows. While bottom sheet allowed users to compare, they needed some upfront benefit.
Phase 2 (Step 2) - Team's win - Inititating Q-Comm
Phase 2 (Step 2) - Team's win - Inititating Q-Comm
Phase 2 (Step 2) - Team's win - Inititating Q-Comm
🏆🏆🏆 The big WIN for the product team
I was also working on a project to launch 50-minute delivery for high-cost and best-selling medicines. Seeing Q-comm’s potential, I proposed shifting it to generics for better conversions (with sufficient reports to back me up.) The idea of turning generics products to fast delivery gained traction but required system changes. After multiple discussions and CPO support, we secured approval to make 90%+ of generics to be 50-min deliveries.
🏆🏆🏆 The big WIN for the product team
I was also working on a project to launch 50-minute delivery for high-cost and best-selling medicines. Seeing Q-comm’s potential, I proposed shifting it to generics for better conversions (with sufficient reports to back me up.) The idea of turning generics products to fast delivery gained traction but required system changes. After multiple discussions and CPO support, we secured approval to make 90%+ of generics to be 50-min deliveries.
🏆🏆🏆 The big WIN for the product team
I was also working on a project to launch 50-minute delivery for high-cost and best-selling medicines. Seeing Q-comm’s potential, I proposed shifting it to generics for better conversions (with sufficient reports to back me up.) The idea of turning generics products to fast delivery gained traction but required system changes. After multiple discussions and CPO support, we secured approval to make 90%+ of generics to be 50-min deliveries.
Solution to the user feedback
With most generics now in 50-min delivery, I refined the designs by playing with the visuals, banners, confetti and strategic copywriting to reinforce savings and benefits. 6 iterations were launched to test with 16% users for each.
Solution to the user feedback
With most generics now in 50-min delivery, I refined the designs by playing with the visuals, banners, confetti and strategic copywriting to reinforce savings and benefits. 6 iterations were launched to test with 16% users for each.
Solution to the user feedback
With most generics now in 50-min delivery, I refined the designs by playing with the visuals, banners, confetti and strategic copywriting to reinforce savings and benefits. 6 iterations were launched to test with 16% users for each.
Solution to the user feedback
With most generics now in 50-min delivery, I refined the designs by playing with the visuals, banners, confetti and strategic copywriting to reinforce savings and benefits. 6 iterations were launched to test with 16% users for each.
Solution to the user feedback
With most generics now in 50-min delivery, I refined the designs by playing with the visuals, banners, confetti and strategic copywriting to reinforce savings and benefits. 6 iterations were launched to test with 16% users for each.
Solution to the user feedback
With most generics now in 50-min delivery, I refined the designs by playing with the visuals, banners, confetti and strategic copywriting to reinforce savings and benefits. 6 iterations were launched to test with 16% users for each.
Final Design
Final Design
Conversion on List/Search
If available, the generic substitute is displayed above the branded item, enabling early adoption in the flow.
Conversion on List/Search
If available, the generic substitute is displayed above the branded item, enabling early adoption in the flow.
Conversion on List/Search
If available, the generic substitute are shown above the branded items, hence enabling an early adoption in the flow.
Branded
Generics
Branded
Generics
Branded
Generics
Conversion on PDP
Branded item screens nudged users toward generics, while generic PDPs highlighted key benefits to drive conversions.
Conversion on PDP
Branded item screens nudged users toward generics, while generic PDPs highlighted key benefits to drive conversions.
Conversion on PDP
Branded item PDP's, nudged the user toward generics, while generic PDPs highlighted key benefits to drive conversions.
Branded
Generics
Branded
Generics
Branded
Generics
Impact and the Lessons
Impacts
Since this was my first ever e-comm project, I learned a lot about the ecosystem and the user behavior on a few specific pages. Alignment with the stakeholders and PMs taught me about the role of metrics in product design.
Since this was my first ever e-comm project, I learned a lot about the ecosystem and the user behavior on a few specific pages. Alignment with the stakeholders and PMs taught me about the role of metrics in product design.
Since this was my first ever e-comm project, I learnt a lot about the ecosystem and the user behaviors on specific pages. Alignments with various stakeholders and the PM's taught me about the role of metrics.
Overall sales on generics increased from 1.2% to ~4.1% on generics.
1.2%
to
4.1%
240 %
in 30 days
Overall sales on generics increased from 1.2% to ~4.1% on generics.
1.2%
to
4.1%
240 %
in 30 days
Overall sales on generics increased from 1.2% to ~4.1% on generics.
1.2%
to
4.1%
240 %
in 30 days
Overall decrease in zero profit margin products by 24%.
24%
Decreased
$$ Number under NDA
in 30 days
Overall decrease in zero profit margin products by 24%.
24%
Decreased
$$ Number under NDA
in 30 days
Overall decrease in zero profit margin products by 24%.
24%
Decreased
$$ Number under NDA
in 30 days
Users adding products from search increased to 45% (highest).
32%
to
45%
40 %
in 30 days
Users adding products from search increased to 45% (highest).
32%
to
45%
40 %
in 30 days
Users adding products from search increased to 45% (highest).
32%
to
45%
40 %
in 30 days
Users adding products from PDP increased to 42% (2nd highest).
39%
to
42%
7 %
in 30 days
Users adding products from PDP increased to 42% (2nd highest).
39%
to
42%
7 %
in 30 days
Users adding products from PDP increased to 42% (2nd highest).
39%
to
42%
7 %
in 30 days
It was a little more chaotic process. Curious? Let’s talk. 🤓
It was a little more chaotic process. Curious? Let’s talk. 🤓
Wanna know more? Let’s talk. 🤓