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Inventing Tomorrow's Bank Through Innovation

Powering up a dedicated in-house innovation and acceleration center

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Inventing tomorrow's bank

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New forms of work contracts have emerged, such as "task-based" contracts, facilitated in particular by platforms like Uber or Deliveroo. The BNP Paribas innovation team wanted to better understand this target clientele to be able to imagine the new products or services it could develop for this type of worker. To get to know this growing trend, the two teams from DITA and frog created a series of personas and analyzed the factors driving the emergence of this trend. This process also included interviews with Uber employees, and the study of competitors from BNP Paribas and other brands. Together, these studies provided a picture of the potential impact of the gig economy, and were followed up by a sprint to develop a relevant strategy.

Exploring the gig economy

New face of work

Chatbots are everywhere, present on virtually every site. BNP Paribas already had its own chat solution, but wanted to improve its performance. They wanted a clear strategy and a new solution, in line with the customer journey and qualitative user experience it was keen to offer. The timing was right for this, as it coincided with the emergence of technologies such as ChatGPT, whose potential in this area is immense. Stakeholders built a nine-week sprint program and imagined several scenarios; eight of these potential ideas were further analyzed: their viability, desirability and feasibility. Finally, prototypes were co-constructed by all stakeholders, providing BNP Paribas with a complete strategy and a set of potential options.

Elevating the use of bots

Streamlining services

In a competitive context where banking and non-banking players are launching their own cashback programs, BNP Paribas wanted to develop its own program, with the aim of attracting and retaining its customers as well as providing them with added value, enabling them to micro-save and treat themselves. The DITA innovation team and frog defined a strategy for the program, designed the customer journeys, built the MVP and tested the solution with BNP Paribas employees. In just 10 months, the Mes Extras program was launched on the market, and now offers automatic discounts from privileged partners to over 280,000 customers.

Launching a cashback program

User perks

Project highlights

Three avenues of exploration

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Personal Finance One Text at a Time - Charlie

Rebranding Human-Centered Banking

Decarbonizing Trucking with Hydrogen

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Venturing on the open road with a hydrogen-fueled mobility platform 

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Sustainable transitions

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Seeking to radically reimagine road freight transport in the face of the climate crisis, Kouros devised a circular business model that that leverages key technology access to (1) produce hydrogen from biomass thermolysis with the opportunity to create a powerful carbon sink while contributing to the preservation of soil and biodiversity and (2) become industry leaders in assembling a real, first-of-its-kind hydrogen truck. They came to frog and the broader Capgemini to manifest this vision into reality as rapidly as possible—with high ambitions for market shares.

A game-changing method

Challenge

Through hands-on, sleeves-up collaboration, Kouros, frog and Capgemini teams rapidly progressed Hyliko from concept to company. Crucially, a core group of strategists and designers functioned as an acceleration team, helping refine the new venture’s circular business model, investment case, go to market strategy and launch. More recently, teams from Capgemini Engineering have been contributing to the architecture of the first trucks.

Strategic incubator

Solution

The result of Kouros’ work with frog and Capgemini is a world-class heavy mobility platform that is uniquely positioned in the market. With its offering of “hydrogen & trucks as a service,” Hyliko integrates "super-green," carbon-negative hydrogen with truck leasing and maintenance, acting on a promise to completely decarbonize any fleet of trucks, while having a positive footprint on biodiversity. Within one year of its creation, Hyliko has signed its first contracts and will deliver its first trucks by the end of 2023. 

The future of trucking

Outcome

High concept to high impact

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Hyliko is developing a hydrogen refueling network with the planned opening of up to 60 stations in Europe by 2030.

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Driven for sustainability

Build intelligent offerings, ecosystems and transformational solutions with frog.

Discover the New Connected World Offering

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Using Data for Reliable Power Generation 

Revolutionizing Testing at the Point-of-Need  – MeMed

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Forging a New Path for Mental Health

Working together to build the future of mental healthcare

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Project Overview 

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COMPASS Pathways needed to articulate their vision and value creation story. With a key investor day coming up, the company needed to perfect their pitch to appeal to a more institutional investor base.

Maximizing investor appeal

frog created a compelling, compassionate narrative framing the COMPASS Pathways origin story, combining it with a clear value model that highlighted the potential of a brand-new healthcare category.

Uniting value with vision

frog delivered branded investor assets, business strategy articulation, a vision film and a documentary. The work directly impacted investor day success, with a 340% increase in investor inquiries and a 33% increase in web traffic.

A pathway to progress

Science and storytelling

Unlocking value to end suffering at scale

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Human impact: People, not patients

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The brand, strategic articulation, manifesto, investor deck and film assets all supported the core aim: to change hearts and minds through innovative evidence-based care pathways that can and will help tackle the global mental health care crisis.

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A brand identity imbued with meaning

Rebranding Reusability- Dispatch goods

Designing the Next Era of Telehealth - HealthHero

Transcending the Telco Op Model

Building a venture to forge a new definition of value for SMARTY customers

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Project overview

Digital-only, SIM-only: Remove all clutter and complexity: SMARTY stands out among competitors as a highly optimized, digital-only, SIM-only brand and experience.

Agile Technology: Start lean, scale up fast: In six months, the SMARTY tech team had a cloud-native web app up and running. It has now matured into an enterprise-grade cloud infrastructure, resilient enough to handle rapidly increasing volumes of traffic. Supporting SMARTY’s ‘test and learn’ ethos to continuously improve the experience, the web team regularly runs A/B testing to improve conversion, retention and understanding of customer interactions.

Experience-led: Take note of feedback: SMARTY provides value to customers by listening carefully and often to their views on how to improve. Never straying far from its ethos, SMARTY has grown through word-of-mouth, with its customers proactively sharing their satisfaction with others.

Build capacity alongside product: Fuse expertise: SMARTY has been a multi-company, multi-geography design partnership from its outset: fusing frog’s expertise in design and technology with Three UK’s telco experience to launch and scale the new product in market. Digital marketing analytics, mobile app development, billing and network provisioning teams all unite to deliver the digital experience.

frog's work with SMARTY to disrupt the conventions of an overly complex and commoditized sector is underpinned by four pillars.

Disrupting telco conventions

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SMARTY’s mission has always been to find radical new ways to put mobile customers first. Following a swift build, launch and scale, the next opportunity was to grow the business while retaining SMARTY'S purpose, customer base and innovative differentiation in the telco market.

Directions for growth

The frog team’s pre-existing knowledge of the organization meant they could rapidly develop working hypotheses on how to give SMARTY customers what they want—and ultimately grow the business further. To test, refine and validate emerging theories, the team used a blend of secondary research, stakeholder interviews, focus groups and customer diaries.

Hypothesis-led testing

A probing, hypothesis-led approach led to rapid empirical insights and the development of a solid growth strategy. The team delivered an actionable technology roadmap to ensure SMARTY can move toward new value plays for the group market—individuals using their own SIM under a shared account—which had previously been underserved. 

Equipped for new value plays

Next era of growth

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Visit the frog archives to <a href="https://www.frog.co/work/smarty-building-the-uks-highest-rated-mobile-network-in-under-6-months" target="_blank">learn more</a> about the launch of SMARTY.

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Meeting and exceeding goals 

Transforming Pet Care with AI

Grounding the Made of Air Brand

Delivery, Designed by Restaurants

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It’s never been easier to order delivery, but it’s never been more difficult for restaurants to make ends meet. 

While the largest food delivery apps have provided convenience to consumers during the pandemic, their <a href="https://www.npr.org/2020/05/14/856444431/cities-crack-down-on-food-delivery-app-fees-as-restaurants-struggle-to-survive">predatory practices and massive fees</a> are threatening the very industry they claim to save. With vicious delivery competition and diminishing profits, many restaurants are facing a dire dilemma: go out of business quickly by avoiding the delivery apps, or go out of business slowly by adopting them.
Consumers are often unaware of these realities, and despite delivery apps’ high fees and poor customer service, all signs indicate that consumers’ appetite for delivery is only growing. The team at <a href="http://www.aurifybrands.com/">Aurify Brands</a>—owner of The Melt Shop, Le Pain Quotidien and more—witnessed this trend firsthand, as their restaurants moved to higher proportions of delivery orders and many of their fellow operators were forced to close down locations. In 2020, Aurify Brands became determined to build a better delivery marketplace, and turned to frog to help them create it. The result is Sesame.

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Defining a New Strategy
As restaurant operators themselves, the Sesame team understood that a marketplace business more aligned with restaurant economics must be driven by new customers and diner loyalty. But a critical question remained: Would consumers and restaurants use a new marketplace? Through detailed user research, frog showed that large majorities of both diners and restaurants would prefer and pay for a zero-commission marketplace, as long as its fees were modest. In order to make Sesame’s no-commission model work, frog helped Sesame determine the monthly subscription fees restaurants pay to access the platform, as well as the small fees charged to consumers on each order.
Research helped uncover other opportunities for differentiation as well. Restaurant operators expressed a strong desire to control their brand within the marketplace and manage their customer experience directly, which existing platforms do not allow. Additionally, they expressed frustration that major delivery apps don’t share customer data with restaurants. On the consumer side, frog’s research showed that Sesame’s critical differentiator is the altruistic appeal of doing more to support local businesses. But consumers also said they want more from the delivery experience than convenience, including tailored recommendations and better customer service and issue resolution when things go wrong.

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Creating the Brand
With these insights in mind, the frog team began developing Sesame’s brand strategy and identity. The heart of Sesame’s appeal, both to restaurants and consumers, is its promise to bring the hospitality, community and personal touch that defines in-person dining to the delivery experience. The team aligned on the name “Sesame,” which conveys openness and convenience, and focused brand positioning and messaging on the platform’s ability to strengthen communities by empowering small businesses. The brand expression frog created for Sesame uses an energetic and layered visual style to capture the spirit and personality of independent restaurants in a bustling city, while simultaneously elevating the brands of participating restaurants.
In the final phase of the partnership, frog worked closely and collaboratively with Sesame’s leadership to design and develop an MVP digital experience that would lay the foundation for Sesame’s future growth. Over the course of 18 weeks, frog compiled a complete product backlog, developed Sesame’s brand style guide and built a site map that defines the product structure and flows for both consumers and restaurants. While frog’s internal developers built the front-end consumer experience, Sesame’s back-end dev team completed the restaurant operator experience using detailed web design assets and documentation provided by frog.

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Delivering for Restaurants and Communities
With Sesame, restaurant operators can customize their profile and messaging to control their individual brand. They can also interact directly with their customers to provide the level of service and attention consumers have come to expect from other digital experiences. And with Sesame’s sales and customer data dashboards, combined with powerful built-in marketing analytics, restaurants have the strategic tools to advance their business organically.

For consumers, Sesame’s social media-inspired curation and recommendation tools provide opportunities for delightful discovery, helping them to experience all their local restaurant scene has to offer. The Sesame user dashboard also allows them to see how much money zero-commission purchases save their favorite restaurants, and donate Impact Points earned with each order to partner charities in their community. And through Sesame’s partnership with City Harvest, every order placed on Sesame helps feed hungry people in New York City.
Launching in New York City in October 2021, Sesame promises to completely redefine the delivery experience by bringing transparency, hospitality and connection to restaurant delivery—and by helping to rebuild the communities and businesses hit hardest during the pandemic.

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