Summary
Converted a subscription-based shopping mall request from a Korean consumer goods company Y into a membership-based women's health management platform, and built a data-driven business structure and continuous revenue through three phases of enhancement
Overview
Key Information
- Duration: 2020.07 ~ 2024.02
- Contribution: 45%
- Team: PM 1 / Dev PM 1 / Planner 2 / Designer 2 / Developer 4
Role
- PM (Project Lead)
Scope
- Proposed a new business model
- Conducted market analysis and redefined business direction
- Defined MVP features and UX direction
- Established a feature enhancement roadmap
- Managed project schedule and resources
Background
The client requested the development of a subscription-based shopping mall model service to promote the sales of feminine care products.
At that time, the subscription-based shopping mall model was already experiencing market fatigue, and due to its sales-driven structure, it had clear limitations in securing long-term data assets and building continuous customer relationships.
Problem Definition
User Perspective
- Low motivation for continuous usage due to a purchase-centered service
- Lack of services that provide practical support for women's health management
Business Perspective
- Lack of digitally transformed customer data compared to domestic market share
- No structure to secure membership-based loyal customers
- The subscription-based shopping mall model was chosen as a solution, but it was not an appropriate direction from a long-term perspective
Technical Perspective
- Need for a platform structure that enables data accumulation and utilization
- Need for a structure design that considers scalability from the initial stage
Strategy
Business Strategy
- Redefined business direction based on the limitations of the subscription-based shopping mall model
- Shifted from a sales-centered model to a membership-based user relationship model
- Designed a data accumulation structure centered on women's health management
UX Strategy
- Minimized brand exposure in the early MVP stage
- Maximized usability centered on the menstrual cycle tracking function
- Designed a structure that prioritizes user acquisition and continuous usage
Operational Strategy
- Expanded features step by step based on user data
- Designed and executed a feature enhancement roadmap divided into three phases
Execution
Business Model Transformation Proposal
- Analyzed the market limitations of the subscription-based shopping mall model
- Derived the need for transition to a membership-based service
- Led client decision-making with a data-driven platform strategy
MVP Design and Development
- Core feature: menstrual cycle tracking-based service design
- UX design focused on maximizing user convenience
- Limited feature scope to secure initial users
3-Phase Feature Enhancement Execution
- Phase 1: Core feature stabilization and user acquisition
- Phase 2: Feature expansion based on user data
- Phase 3: Strengthening marketing and business utilization features
Results
Key Outcomes
- Secured over KRW 600M in development budget through three phases of feature enhancement
- Increased annual maintenance cost from KRW 40M to KRW 100M
Business Impact
- Converted from a simple sales service to a data-driven platform business
- Selected as a core strategic initiative within the client
- Established a long-term partnership foundation
Key Learnings
Decision Making as PM
- When client requests do not align with the market, redefining direction through data-driven analysis and persuading stakeholders is a core responsibility
Strategic Insight
- Focusing on user value rather than short-term revenue leads to greater long-term business outcomes