![[ANÁLISE] Fluxo atual - APP _ E-comm_edited.jpg](https://static.wixstatic.com/media/9659c5_1d9bd7401df14f8e99ae18d1dd994822~mv2.jpg/v1/fill/w_980,h_776,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/%5BAN%C3%81LISE%5D%20Fluxo%20atual%20-%20APP%20_%20E-comm_edited.jpg)
Inserir uma vitrine personalizada de smartphones com preços e descontos aplicados de acordo com o perfil e plano do cliente, antes da finalização do resgate.
Também detectamos uma falha de integração das APIs: O cliente, ao ser redirecionado do app para o e-commerce, acessava o site deslogado, o que comprometia a experiência e impedia o reconhecimento automático do desconto.
![[ESTUDO] Oferta aparelho_Vitrine_edited.jpg](https://static.wixstatic.com/media/9659c5_61b84dccbaec406c8275cf2c64ff0836~mv2.jpg/v1/fill/w_980,h_814,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/%5BESTUDO%5D%20Oferta%20aparelho_Vitrine_edited.jpg)
Claro clube
Simplifying Smartphone Redemption
Context & Pain points
Based on complaints from customer service channels and CSAT forms, it was identified that customers were reporting missing Claro Clube points. After analysis, we discovered that when purchasing devices in physical stores, an automatic discount from points was applied—without clear communication from the stores about this charge.
Additionally, we mapped other pain points:
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Lack of alignment with physical stores regarding benefit communication.
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Redeemed discounts that were not converted into online sales.
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Low utilization of the benefit due to limited promotion and unclear instructions on how to use it.
Goal
Business: Boost e-commerce sales by using points as a discount on purchases.
Claro Clube: Increase customer engagement in redeeming smartphones through the loyalty program.
Oportunity
We identified an opportunity to enhance and increase the visibility of the smartphone redemption benefit directly in our digital channels (App and Website). Based on this:
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We strengthened alignment with the Sales team to ensure the benefit was clearly communicated.
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We proposed new ways to promote and explain how to use the discount.
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We suggested unifying the redemption flow with the purchase process on the e-commerce site to create a simpler and more intuitive journey.
We also mapped future improvements, such as highlighting smartphones on the redemption screen and personalizing device display based on customer profiles.
Execution
Based on the mapped requirements, we aligned with the Product Manager and Tech Lead to create a plan and roadmap. The project was divided into phases:
phase 01
review and improvement of the journey, along with communication adjustments — pilot version (MVP).
phase 02
Inclusion of a smartphone showcase to boost redemptions.
phase 03
Unification of the Claro Clube redemption journey with the e-commerce purchase flow.
In phase 1, we redesigned the journey to make the benefit more visible and easier to understand, strengthening communication before, during, and after the redemption process.
We also explored strategic spots within the app, like the "Separamos para você" (Selected for You) section, using banners to highlight discounts and benefits.
Results
The launch of Phase 1 generated R$151K in revenue within 22 days (from 02/19/2025 to 03/12/2025). Additionally, we leveraged the launch of the Samsung S25 by creating an exclusive offer, which generated R$126K in just 13 days (from 03/13 to 03/26).
Insert a personalized smartphone showcase with prices and discounts applied based on the customer's profile and plan, before finalizing the redemption process.
We also detected an API integration issue: When customers were redirected from the app to the e-commerce site, they accessed it while logged out, which compromised the experience and prevented the automatic recognition of the discount.
Next steps
After the initial success, we focused on analyzing the entire funnel and identified a significant drop-off at the final stage of the redemption process. As a solution, we proposed:
Based on these findings, we created a new plan for two additional deliveries (phases 2 and 3), which would involve a larger collaboration with the e-commerce and backend teams.
Based on these findings, we created a new plan for two additional deliveries (phases 2 and 3), which would involve a larger collaboration with the e-commerce and backend teams.