Mama's Choice Commerce Integration in theAsianparent Platform — Phase I

PART 1 — Verbatim Case Study Draft

Page 2 — Overview

Background — theAsianparent

No. 1 Content, Community & Commerce Destination for Parents in emerging southeast asia markets.

We help mums and dads raise healthy, happy, and confident children through every stage of their parenting journey by providing: accurate, comprehensive, relevant content; a non-judgmental support network; and top quality products designed to cater to their needs.

Background — Mama's Choice

Mama's Choice is a healthcare brand, embodies a commitment to providing mothers with peace of mind and empowerment throughout their early motherhood journey. The brand advocates for safe, high-quality personal care and treatment products caters to the needs of mothers who are pregnant and breastfeeding and of babies experiencing any skin concerns.

The brand upholds stringent testing standards and transparency, ensuring that its products remain naturally safe for families across Asia.

The Goal

The main goal is commerce integration workflow of Mama's Choice into the TAP App Platform.

The primary objective is to create a create commerce experience, that not only enabling users to purchase Mama's Choice products directly from the TAP Platform but also offers an enhanced and personalised user experience on the go.

The goal is to increase user engagement, boost sales, and establish MAMAs Choice as the go-to destination for mothers seeking quality products for their infants and for them.

Page 3 — What Problem Am I Trying to Solve?

Mamas Choice, an established ecommerce brand specializing in maternity and baby products, is facing significant challenges related to online traffic, user base, and brand exposure on its standalone online portal. Despite offering quality products, the brand struggles with limited visibility and trust among consumers in the competitive South East Asia market. The existing user base predominantly relies on third-party marketplaces like Shopee, Lazada, and Tokopedia, rather than the Mamas Choice online platform.

TheAsianparent, a well-established and trusted brand with a substantial user base across South East Asia, presents a valuable opportunity for Mamas Choice to address these challenges. The decision to shift the entire ecommerce integration workflow into theAsianparent App platform is driven by the desire to leverage the existing trust factors, brand exposure, and user engagement offered by theAsianparent.

Project Briefing Documentation: Internal Confluence briefing doc (not publicly accessible).

(Design Process: Double Diamond — currently in the Discover/Define phase)

Page 4 — What Success Looks Like

North star metrics used is GMV (Gross Merchandise Value), that is measuring total transaction time by time.

To supporting north star metrics needed other metrics, like the table below.

"18% GMV Contribution to Mama's Choice total GMV target"

Present Contribution:

Tracked in internal spreadsheets (not publicly accessible).

Page 5 — Secondary Research Goals

Secondary research goals:

• Understand market benchmarks.
• Common e-commerce bottleneck and dropoff issues.
• Understand common user fears buying online.
• Learn and analyze online e-commerce pregnancy and baby products concepts.
• Read and learn about industry recommendations.

Page 6 — Market Research Goals & Competitive Analysis

Market research goals:

• Evaluate local market
• Understand the reasons and scenarios when users choose direct competitors
• Learn our brand unique value offering and positioning
• Define market message

Competitive Analysis

An extensive competitor analysis was conducted with both organizations directly related to the Mama's Choice business model as well as indirect competitors.

Identifying the Key competitors and evaluating their strategies to determine their strengths and weaknesses helped me find some opportunity areas for our product and which threats should be mitigated.

MOOIMOM

MOOIMOM provides an e-commerce platform retailing maternity and baby products. The company offers products for mothers at different stages such as pregnancy, postpartum, breastfeeding, and more. It also provides consultation regarding breastfeeding difficulties, weaning challenges, postpartum problems, and more.

Specialized in Maternity and Baby Products: Mooimom may focus specifically on maternity and baby-related products, providing a niche and specialized range.

Localized Offerings: If Mooimom caters to specific regions, it may offer products tailored to local preferences and needs.

Community Engagement: Brands often benefit from active engagement with their community, such as through social media or forums. Mooimom may actively involve its customers.

Innovative Products: Some maternity brands differentiate themselves through innovative or unique products that address specific needs of expecting and new mothers.

Cons of Mooimom:

• Limited Product Range: Specialization may come at the cost of a limited product range compared to more diversified brands.
• Availability and Accessibility: If Mooimom is primarily an online brand, customers might face challenges in physically exploring products before purchase.
• Pricing: Specialized products can sometimes be priced higher than more mainstream options, potentially limiting accessibility.
• Limited Global Presence: If Mooimom focuses on specific regions, it might not have a widespread international presence, limiting availability for customers outside those regions.
• Customer Reviews: If there are consistent negative reviews or complaints about product quality, customer service, or other aspects, it could be a potential concern.
• Competition: In a competitive market, standing out with unique offerings and a positive customer experience is crucial. Mooimom may face challenges if it doesn't differentiate itself effectively.

Mothers Haven

Mothers Haven is more than just a "baby store," they are village on the remarkable and rewarding journey of parenthood. they understand that becoming a parent is one of life's most profound experiences, filled with love, joy, and questions. For more than 20 years, they have been here to embrace and support you every step of the way.

They are a team of passionate parents, caregivers, and experts dedicated to providing you with the best in knowledge and products to help you thrive as a parent. Their store is a haven for parents, soon-to-be parents, and caregivers seeking top-quality baby essentials, innovative parenting tools, and valuable educational resources.

Efficient Workflow: Mothers Haven is efficient in wide range of products and order fulfillment and delivery within Indonesia.

Localized Content and Product Offerings: If Mothers Haven caters to specific regions, it may offer products tailored to local preferences and needs.

Strong Community Engagement: Brands often benefit from active engagement with their community, such as through social media or forums.

Payment Methods: Seamless integration with popular local payment methods.

Cons of Mothers Haven:

• Limited Shipping: Limited international shipping options.
• Limited Global Presence: Website navigation can be challenging for non-Indonesian speakers.

SunnyBunny

SunnyBunny is an online store offering Korean kidswear in Singapore for children aged between 1-8 years. The store offers products in categories including clothing items like sleepwear, shorts, jackets and also accessories including caps and clips. The site also offers parenting tips.

Specialized in Maternity and Baby Products: Sunnybunny focuses specifically on maternity and baby-related products, providing a niche and specialized range.

Community Engagement: Partnership with local influencers for promotions and Collaborations with local artisans for unique products.

Customer Reviews: It helps customer with comprehensive product reviews and ratings.

Cons of SunnyBunny:

• Limited Payment Option: Limited payment options, excluding some popular local methods.
• Performance: Website can be slow during peak hours.
• Pricing: Specialized products can sometimes be priced higher than more mainstream options, potentially limiting accessibility.

Indirect Competitors / Marketplaces: Shopee, Tokopedia, Lazada, Bukalapak, Blibli.

Then, I looked into some of their Indirect competitors or similar platforms, analyzed their platforms, the intuitiveness of their user experience, their User Flow, Information Architecture and also any key features. I won't go into detail, however, as I want to keep the focus on the user research.

Page 7 — Initial Hypothesis & User Research

After doing some rounds of market research, I've come up with some initial hypothesis:

• It would increase accessibility if Baby Stores and Maternity Wear stores are combined under one platform.
• Customer need a platform to buy and sell baby product conveniently
• Direction of use of product who are new to parenthood
• Need a platform to feed new born baby details
• Buyers love and trust available marketplaces like Lazada, Shopee and Tokopedia because of the wide variety of choices and from the brand because of the values
• Buyers prefer a full-immersion experience about the product prior to making a decision.
• Traveling with kids or when you are pregnant becomes a challenge
• Users shop online as there is more variety and they get free shipping/return benefits

User research goals: Now that I have my hypothesis, its time to validate my assumptions. For my User Research, I had broken them down into 3 phases. Started off deploying some surveys, managed to interview some users, and lastly, spending time browsing through The competitor features. I ended up spending a lot of time on the community forums section, trying to learn about the struggles and needs of moms and moms-to-be. Many of them are very supportive of each other and they are united under the same experiences.

Survey Findings

User research was quintessential.

In order to build a better understanding of the problem scope, we conducted 8 semi-structured interviews with target users and created an online survey.

A proper understanding of the target audience is important to create an exceptional product.

Interview Takeaways

• User look for safe and natural products for both prenatal and postnatal care.
• Users want to be able to see the material and ingredients as baby skin concern
• User have concerns about finding reliable information amidst the abundance of options
• Difficult to travel when having a baby or being pregnant
• Users use different websites to buy for baby and maternity products.
• When a brand actually sells both baby/maternity products, selection is very limited
• Users look for personalized recommendations based on previous purchases.
• Users look for trustworthy online payment methods for convenience.

Affinity Mapping

Important Products to Buy:

• Feeding supplies for baby and skin care
• Feeding supplies, Diapering supplies, clothing, sleeps essentials, baby gears, health care items, baby proofing materials
• Feeding supplies, health and sleep supplies

Favourite Brands: Shopee, Tokopedia, Sunnybunny, Sudocrem, Mooimom, Mother Haven, bliblis, Pampers, Mamas Choice, Mooimom, Shopee, Lazada and Tiny treasure, Bukalapak, Lazada, Mother Haven, Sunnybunny, Tokopedia

Problem faced due to lack of knowledge:

• Feeding problems, handeling of baby, latching, milk supply and formula, not recognizing milestones, soothing and holding, feeding and sleeping
• Mental health, Postpartum issues, feeding problem, knowledge about which food need to feed, crying and soothing, holding, diapering and hygiene, lack of regular checkups

Expected Information:

• Platform to buy all the baby products with parenting journey
• Affordable hub of all pregnancy journey healthcare products
• Need a parent community to contact experienced parents in different places, online platform to connect with pediatrician
• Need to get info about how to take care of babies in virtual way

Leading Factors: Safety, Price, Condition, Ingredients, Usage, Quality, Clinically Proven; Trust, Price, Type, halal free Condition, Ingredients, hygiene, Clinically Proven; Return, warranty, price, Ingredients, Honest information, Safe; Modern, affordable, personalised, accessible, innovative

Steps to take care for new born: Feeding, vaccination, developmental milestones, safety measures like baby proofing the house; Feeding, nutrients, physical activity, language development, social and emotional development, sleep, meals self help independence

Essential Products: Buys all necessary stuffs; Baby gear, Stroller, Skin cares and Face care, massage oils; Supplements, Oils, Creams, Masks, Lotion, Washing products, Vitamins, breastpumps and pads; Lifestyle products and healthcare products

Self Care Activities: Sleep; Play with kids in childcare; Share with partner; cry — she shares with community because they understand what she is going through, husband won't understand everything; Manage stress — me time, girls time, husband and family support, share with friends; shower; massage because everything is aching and healthcare products

Page 8 — Personas

Based on our research interviews, we created 4 primary user persona like Busy Bee Mom (Sarah), First-Time Mom (Emily), Budget-Conscious Mom (Lisa) and Tech-Savvy Mom (Rebecca).

These key findings helped me gain a deeper understanding of potential users of the service and helped guide what features would be included within the App and website.

Busy Bee Mom (Sarah) — Age: 33 | Marketing Executive | Indonesia

Sarah, a 33-year-old marketing executive from Bangkok, embodies the Busy Bee Mom persona. With a hectic lifestyle balancing work and family, Sarah values time efficiency in all aspects of her life. She prefers online shopping, relying on quick decisions and mobile apps for streamlined experiences. Ensuring high-quality, safe products for her children is paramount, and she appreciates brands that offer clear and concise information, making the shopping process efficient. Sarah's primary challenge is finding a balance between her busy schedule and providing the best for her family.

Goals and Needs: Prioritise convenience and efficiency in baby product shopping; Ensure high-quality and safe products for the baby; Streamline the shopping process to save time; Clear and concise product information with quick navigation; Need a good platform with user friendly interface; Personalized recommendations based on previous purchases; User-friendly mobile app for convenient and quick purchases.

Shopping Behavior: Prefers online shopping for its time-saving nature; Makes quick purchase decisions; Adept at using smartphone and prefers mobile apps; Utilizes online payment methods for convenience.

Fears & Apprehensions: Fear of compromising on product quality due to time constraints; Apprehensive about missing out on essential product information; Concerns about the long-term effects of using certain baby products.

Frustrations: Juggling work and family life; Limited time for extensive research; Ensuring product safety for the baby; Managing the needs of multiple children.

Motivations: Time efficiency in every day tasks; Trust in reputable and efficient brands; Providing the best for her children.

Platforms: Websites, Mobile Apps, On Call, Physical Store.

First-Time Mom (Emily) — Age: 27 | Graphic Designer | Phuket

Emily, a 27-year-old graphic designer from Phuket, represents the First-Time Mom persona. Expecting her first child, Emily is seeking guidance, expert recommendations, and a user-friendly platform for her baby product shopping. She is comfortable with online research and actively engages with parenting communities for advice. Safety and well-being are her top priorities, and she values brands that offer clear information and a supportive online community. Emily's primary challenges involve navigating the overwhelming choices and ensuring she makes the best choices for her baby's health and development.

Goals and Needs: Seek guidance and expert recommendations for first-time parenting; Ensure safety and well-being for both herself and her newborn; Find a user-friendly platform for a seamless shopping experience; Clear and comprehensive product information; Easy-to-navigate platform with helpful guides; Responsive customer support for inquiries.

Shopping Behavior: Prefers online shopping for its convenience and accessibility; Likely to spend time researching and comparing products; Regularly uses a smartphone and is comfortable with apps; Actively engages with online parenting communities; Open to trying new digital tools to simplify parenting.

Fears & Apprehensions: Fear of making wrong choices for the baby's well-being; Apprehensive about potential health risks for the newborn; Concerns about postpartum recovery and self-care.

Frustrations: Overwhelmed by the abundance of baby product choices; Lack of experience in choosing baby products; Desire for guidance and expert recommendations; Concerns about creating a safe and nurturing environment.

Motivations: Expert guidance in parenting; Safety and well-being of the baby; User-friendly and informative platforms.

Platforms: Websites, Mobile Apps, On Call, Physical Store.

Budget-Conscious Mom (Lisa) — Age: 30 | Accountant | Philippines

Lisa, a 30-year-old accountant from Philippines, embodies the Budget-Conscious Mom persona. Managing a family budget is her priority, and she actively seeks cost-effective baby products without compromising quality. Lisa is comfortable with online shopping, especially through her smartphone, and actively looks for promotions, discounts, and budget-friendly bundles. Brands offering clear pricing, loyalty programs, and transparent information appeal to Lisa, as she strives to balance quality with affordability for her family.

Goals and Needs: Find cost-effective baby products without compromising quality; Prioritize discounts, promotions, and budget-friendly options; Ensure essential items are within the family budget; Clearly labeled prices and transparent pricing; Regular updates on upcoming promotions and discounts; Easy navigation to find the best deals and offers.

Shopping Behavior: Actively seeks discounts and promotions when shopping; Prefers online platforms offering budget-friendly bundles; Comfortable with online shopping, primarily through a smartphone; Regularly browses discount websites and apps for deals; Utilizes online payment methods for convenience; Prefers platforms with loyalty programs for additional savings.

Fears & Apprehensions: Fear of compromising on product quality due to lower prices; Apprehensive about hidden costs or unclear pricing; Concerns about missing out on essential features or benefits.

Frustrations: Managing family expenses; Balancing quality and affordability; Navigating the abundance of product choices; Stretching the family budget.

Motivations: Cost-effective and practical choice; Financial stability for the family; Finding value in every purchase.

Platforms: Websites, Mobile Apps, On Call, Physical Store.

User Journey Map — Sarah Phong (Scenario)

Scenario: I am Pregnant, in addition to taking care of my little baby in my womb, I make sure to take care of myself. But my body start changing, and I am worrying about my stretch marks. I have already done some research but confuse between which product to trust. so I'm looking forward for a some affordable, safe and natural products categories which helps me in early stages of my pregnancy journey. I also want to feel confident using those products knowing it will not have any adverse effects on my baby.

Opportunities:

• Try to make the app show up on the first page of search engine
• Displaying sales deals on a huge banner of the main page
• Offering them Product details, Instruction, Main ingredient list and clinically proven certificates list so that they can go through it
• Create a page where new user can login and subscribe to a newsletter
• Put Visual Journey timeline under my orders to keep track of the package
• Put good reviews on order history page

User Flow

From the user journey, the path in which we wanted the user to take from their entry point through a set of steps towards a successful outcome and final action, such as purchasing a product.

Flow: Home → Clicks on Mamas Choice on Tab Bar / Search item with Search Bar → Product categories Page → Product listings page → Select a product → Product display page → Check Product information → Like to buy the product? → Add to Cart → Keep shopping? → Proceed to checkout.

View text description

Flowchart from Home into two entry points — tapping Mama's Choice on the tab bar, or searching via the search bar. The tab-bar path lands on a product categories page, then category selection, browsing options and a product display page. The search path goes through a product listings page, product selection and the same product display page. Both paths converge at 'Check product information' and a 'Like to buy the product?' decision: yes adds the item to cart, no returns the user to browsing. From the cart (viewable at any time), the user can keep shopping or proceed to checkout, which hands off into a separate, more detailed checkout flow diagram.

View text description

Journey map tracking a shopper's emotional state (sad to happy, plotted as a wavy line of face icons) against her actions across the trip: searching for a product (e.g. stretch-mark cream) and browsing the catalog for a match; reading reviews and checking the ingredient list for trust and clarity; comparing several product pages before landing on one that fits her needs and adding it to cart — the emotional low point on the map sits around not finding a discount code at checkout; she proceeds to payment, can log in via social media, fills in address/shipping details and pays; afterwards she unboxes the package, receives a thank-you card with a coupon for next time, and ends satisfied. Opportunity call-outs alongside the map recommend: surfacing product details, instructions, ingredient list and certifications more prominently so shoppers can evaluate trust without leaving the page; adding a login/newsletter signup page for new users; showing a visual order-tracking timeline under 'my orders'; and prompting good reviews from the order-history page.

View text description

Checkout flowchart starting from Cart / Direct Buy, which can hold items from multiple brands or a single item. A sign-in check branches to Login/Sign-up when the user isn't authenticated, otherwise to the address section (supporting multiple saved addresses or a single address view). A second check looks for an existing saved address: no address opens an address form, yes shows a confirm-address screen; both paths converge on an Order Summary where the user sees cart items, applies coupons or TAP credits, and sees totals with shipping. Confirming moves to Select Payment Method, then Order Confirmation with an invoice and order details. Edge cases called out on the diagram: an empty cart shows a prompt to add items; quantity above the allowed limit is blocked; login/sign-up errors are handled inline; clicking back from any step returns to the cart with items intact; a failed payment also returns to the cart with a failure message; a confirmed payment with delayed order processing shows a 'details coming soon' message; and coupon or TAP-credit failures direct the user to email support.

Page 9 — Brainstorming & Phase 1 Plan

After reviewing and gaining insights from our research we moved onto iterating over the features we would like in our application.

This would range from deciding the intended user-flow, addressing key pain points from our insights, and finally a system map to base the flow on.

Feature Matrix

The Main focus of this case study is on the purchase journey and its related activities, so we need to find the focus area and the key features that are to be implemented on the website and prioritize them.

I developed potential features using a 'Mental Model' technique and mapped out their possible value using a Feature Prioritisation, method including: Impact vs Effort plot

(Indirect competitors referenced: Shopee, Lazada)

Phase 1 Plan (Product Roadmap)

Cart Function:

1. Multi Brand Product Selection
2. Real Time Cart Update System
3. Quantity
4. Other feature selection (size, style, color etc)
5. Price of Product with pre applied discount if any
6. Other meta details of product

Checkout Flow:

1. Login or Sign up must to proceed
2. Cart → Address → Payment Method → Order Processing → Order Confirmation
3. Shipping Charges

Payment Gateway:

1. Merchant Account Setup
2. Payment Processing
3. Transaction ID
4. Invoicing
5. Payment Failures & its status setup cases

Discovery Points:

1. Mama C Icon (App) — Web view with products listing
2. Single Product Option — a) Product Article Pages → Mama C articles with product displays
3. Home Page/Screens — Standard Editor's Picked Mama C Products (curated list)
4. Standard Discovery widgets — Search; Recommended Products (Built with CRM tool); Standard Cued List (Mechanism for Content Team to set it up)
5. Multiple Product Option — a) Product Article Pages → Mama C articles with product displays

Order Management:

1. Order ID generation
2. Order Processing
3. Order Confirmation
4. Order Cancellation

User Details:

1. Mobile Number verified
2. Email Address verified
3. Physical Addresses

Product Mapping & Update:

1. Product Mapping with Mama C — Product IDs
2. All meta information of products
3. Inventory Management
4. Order Details
5. Product Meta Updates

Communication:

1. Tracking Order Details
2. Order Confirmation with Invoice
3. Order Cancellation email
4. Support ID for cancel order, return, refund or exchange

Product/Shopping Pages:

• Product Listing Pages
• Product Detail Pages: Direct Buy; Affiliate Buy Links
• User My Account: Purchase or Order History

Phase 2 planned for: Other Brands

Page 10 — Low-Fidelity Paper Sketches & High-Fidelity Prototypes

Low-Fidelity Paper Sketches

I began by sketching on paper, Getting quick drafts down, I jotted down some ideas for the home page and general content, then worked on other sections of the site.

It gave me a quick check for what is working and what is not, so I could design a better solution.

High Fidelity Prototypes

I went through many iterations of the product listing and PDP, trying to finalize what order of content would have the most impact.

Finally, after many iterations of paper sketches, a working prototype was designed using Figma to define layouts with basic interactions, the visual form on the screen, presentation, and arrangements of all the elements.

The interactive prototype worked like an actual application and so the users were able to relate to it as an actual product.

Page 11 — Usability Testing

I validated our high fidelity prototype with usability testing to know if my design solution meets the user's requirements.

Test scenarios were given to the 10 participants and their behaviour was observed.

Participants were encouraged to speak up whatever came to their mind while using the prototype.

Feedbacks received from the participants were analysed, which gave us more clarity for the user flows and the user's thought process.

Our overall goals were aimed to:

1. Determine if users understand each section and navigation flow and Identify areas that frustrate or confuse the users.
2. To test the placing an order journey experience with selective user archetypes to identify their expectations
3. To test the checkout process

Utilize findings to provide recommendations for future iterations.

Usability Tasks & Survey and Recordings: Documented internally (not publicly accessible).

USABILITY TESTS KPIs

From the usability testing it can be concluded that the prototype is a success with respect to the user purchase workflows and checkout flow. We have created an observation sheet and response for the same.

Key Findings

1. Could able to find the product screen clear enough, provides clear copywriting and importance, but it should have an expiration date as well, was able to place order.
2. Could able to navigate easily between categories and find products
3. Information like Personal information & address are too many; name, phone number, house address are enough (because we usually already put city, town, pin code inside the address).
4. Could able to find the checkout process easier enough and the checkout time satisfying after knowing the reason behind the such a long form account creation.
5. For TAP credits, we should get it every time buying something
6. Not only "editor's choice" but also "most recommended", "best seller", "new product" labels
7. Product Affiliates Links like Shopee, Lazada are helping and misleading as well.

More Suggestions and Requirements

TAP Credits, Coupons, Offers & Wishlist are all additional features which we will bring down the line in the second phase.

• TAP Credits
• Coupon Offers
• Wishlist or Buy Later Feature
• Location Pinpoint
• Help or Support for orders post sales (cancellation, tracking & refunds)
• Wallet or TAP pay system (prepaid)
• Explore widgets like "New Products", "Trending Products", "Best Seller Products" etc
• Delivery Status & Tracking Details

FGD / Usability Test Feedback: Documented internally (not publicly accessible).

Average Usability Testing Results

Success Metrics Results — Demonstrated via actual TAP Shop analytics dashboards showing live order and conversion data.

View text description

Five circular score badges from the usability test: Overall Satisfaction 80%, Design 84%, Discoverability 80%, Usability 85%, Engagement 82% — a consistently strong result across all five dimensions, with usability scoring highest and both satisfaction and discoverability tied as the relative low points.

Page 12 — Reflection

Ecommerce

Designing for an ecommerce experiences has its own unique challenges. Working closely with product managers and development heads helped me learn the ecommerce experience flow, success metrics and business strategies. Also their development limitations that arises when creating a ecommerce product for the app and web.

Market Understanding and Integration

Addressing issues that were present in their current platform from a user perspective interested me the most as babycare and pregnancy products has distinct digital and physical aspects that need to work within a single context.

For Next Time

First Phase Launch was extremely exciting with this project as it was high visibility. We realize that the products offered still require further improvement and development to make it happen in the future. We hope that this idea can be further developed to provide a solution to the problem of the needs of moms and babies.

Shoutout to the Team!

Overall, working on this project was extremely satisfying, and I couldn't have asked for a better group of individuals to work with. Thanks to my Product Manager (Nidhi Kumar), Indonesian Country Head (Kunal Singhla), Indonesian HR & team (Rohaya Sitanggang), Mobile Head (Ritesh Gune), Web Head (Akhil Rajagopalan) and their respective development and testing team and my Co-Designer (Ajay Pawar).

PART 2 — Page-by-Page Visual / Image Scan Analysis

Page 1 — Title Slide (Visual Scan)

Visual elements identified:

• Mama's Choice logo — Pink serif wordmark with a stylized heart/flower emblem in the lettering. The soft pink color palette communicates femininity, warmth, and safety — core brand values for a maternal healthcare company.
• Arrow (→) to theAsianparent logo — Typographic logo in black. The arrow is a deliberate directional visual metaphor communicating migration, transition, and integration — Mama's Choice flowing into theAsianparent ecosystem.
• Large blue rounded rectangle (right half of slide) — A prominent, cornered container in periwinkle/cornflower blue. This appears to be a placeholder for a product or app visual that may have been intentionally blanked/redacted for the portfolio submission. The blue matches theAsianparent brand's primary color palette.
• Typography: Clean sans-serif headings. "Phase I" is highlighted in the same blue, signalling this is one of a planned multi-phase roadmap.
• Composition: Strong two-column layout — text left, visual right — typical of professional UX case study presentations.

What this communicates beyond the text: The branding exercise of visually placing Mama's Choice → theAsianparent as a sequential flow immediately frames the project as a migration and integration challenge, not merely a feature build. The blue dominance on the right side signals theAsianparent's platform supremacy — Mama's Choice is entering theAsianparent's world.

Page 2 — Overview (Visual Scan)

Visual elements identified:

• Firebase Analytics Dashboard (embedded screenshot): This is a real Firebase console showing live data for the TAP (theAsianparent) app. The following specific data points are visible:
  • 30-day active users: 969K
  • 7-day active users: 574K
  • 1-day active users: 216K
  • Users in last 30 minutes: 12,249
  • Top Countries by user count:
    • Indonesia: 5.5K (real-time)
    • Thailand: 4.7K
    • Malaysia: 1.1K
    • Philippines: 484
    • Singapore: 221
  • User activity over time: Line graph showing relatively flat but consistent engagement from early March to late March 2024 (Feb 29 – Mar 27, 2024), with three user cohort lines (30-day, 7-day, 1-day).
• Dual-column card layout: Two cards side-by-side — theAsianparent (left, blue heading) and Mama's Choice (right, pink heading). The color coding is consistent with each brand's identity.
• The Goal section: Visually separated into its own card on the bottom right, elevating the commercial objective above the narrative description.

What the Firebase data reveals that the text does not say: The real-time user count of 12,249 simultaneous users and ~1M monthly users across 5 SEA countries confirms TAP has genuine scale. Indonesia dominates at 5.5K real-time users, positioning it as the primary market for Mama's Choice integration. The flat engagement curve (no sharp drops) suggests a loyal, habitual user base — ideal for commerce conversion.

Page 3 — Problem Statement (Visual Scan)

Visual elements identified:

• Double Diamond Design Process diagram (top right): Two overlapping diamond shapes. The first diamond (left) is shaded with a green glow/focus point in its center — indicating the project is currently in the Discover phase (first half of first diamond). This is a clear signal that the presentation is structured to mirror the Double Diamond framework:
  • Diamond 1: Discover → Define (Problem space)
  • Diamond 2: Develop → Deliver (Solution space)
• Blue callout banner (bottom half): The "How Might We" question is rendered in a full-width rounded blue banner — the largest typographic element on the slide. This is an intentional UX design exercise: the HMW question is the pivot from problem → solution.
• Project Briefing link (bottom): A Jira/Atlassian Confluence link, confirming this is a professionally documented, enterprise-grade product project — not an academic exercise.

What this reveals: The Double Diamond positioning at Phase 1 of the left diamond confirms this case study covers the full design process — from discovery to delivery. The green glow on the first diamond hints that the team was already deep in the Discover phase before formalizing the documentation shown here.

Page 4 — Success Metrics (Visual Scan)

Visual elements identified:

• Metrics table: Clean, blue-bordered structured table with two columns (Goal | Relevant Metrics). Blue header row with light blue alternating backgrounds. Highly readable structure.
• "18% GMV" headline: Rendered in orange/amber — a deliberate contrast color choice to make the north star target highly visible.
• Google Sheets Performance Dashboards (3 embedded screenshots):
  • Screenshot 1 (left): A large Google Sheet labeled "SGG MamaC x TAP Partnership Performance" with monthly tabular data spanning Dec 2022 through what appears to be Dec 2023. Columns include Month, TAP Assets GMV, Other GMV, Total GMV, % TAP Contribution. A bar chart below shows "Monthly TAP Assets GMV Contribution" with TAP Assets GMV (blue) vs Other GMV (pink). TAP's contribution appears to grow from near zero to a visible share of total GMV over the year.
  • Screenshot 2 (top right): A more detailed Google Sheet — TAP MamaC TAP Partnership — showing finer monthly breakdowns per product line and SKU-level data.
  • Screenshot 3 (bottom right): "MoM TAP Rewards & Shopping Performance (Orders)" — a grouped bar chart comparing Rewards (blue) vs Shopping Widget (red) month-on-month from Dec 2022 through August. Notable data points:
    • Dec 2022: Rewards=89, Shopping=85
    • Jan: Rewards=72, Shopping=72 (flat)
    • Feb: Rewards=39, Shopping=41
    • Mar: Rewards=54, Shopping=64
    • Apr: Rewards=59, Shopping=63
    • May: Rewards=106 (peak), Shopping=86
    • Jun: Rewards=63, Shopping=70
    • Jul: Rewards=37, Shopping=68
    • Aug: Rewards=41, Shopping=74

What the data reveals: The MoM chart reveals a key divergence in July–August where the Shopping Widget (red) significantly outperforms the Rewards programme (blue) — 68 vs 37 in July and 74 vs 41 in August. This is critical: it means the commerce integration (Shopping Widget) began to outpace loyalty mechanics as a driver of orders, validating the strategic bet on native commerce embedding. May was a peak month for both — likely tied to a promotional campaign or seasonal event (Mother's Day in SEA countries falls in May).

Page 5 — Secondary Research (Visual Scan)

Visual elements identified:

• Secondary research document pages (multiple embedded): The page contains clippings from real external research sources including:
  • Blibli's PWA case study: Headline: "Blibli's PWA generates 10x more revenue per user than their previous mobile website" — showing a 42% reduction in bounce rate, 8x better mCVR in installed PWA, and 2.5x more pages per session. This is a direct competitive benchmark.
  • Statista Revenue Chart (Indonesia Baby/Child market): Bar chart showing Baby & Child revenue (USD millions) from 2019 to projected 2027. Values: 67.52 (2019), 71.81 (2020), 68.13 (2021), 72.15 (2022), 80.35 (2023), 88.11 (2024), 92.21 (2025), 96.48 (2026 projected), 100.90 (2027 projected). Revenue Change shown: approximately 4.7% decline, then steady CAGR recovery.
  • Sales Channels chart: Online Revenue Share vs Mobile/Desktop Split bar chart showing mobile dominance growing year over year from 2014 to 2025 (source: Statista Market Insights, most recent update Aug 2023). The chart clearly shows mobile share overtaking desktop around 2019-2020 and continuing to climb steeply.
  • Retail Sales of Baby and Maternity Products in Indonesia (Statista): Bar chart showing growth from ~23,803 (2014) to projected 47,433 (2022f), with CAGR annotation of approximately 9%. Key years visible: 2014: 23,803; 2015: 25,801; 2016: 28,883; 2017: 30,974; 2018: 32,545; 2019: 38,054; 2020: 42,898; 2021: 45+K.
  • Lazada customer experience study and AmorePacific store launch article (Singapore expansion).
  • Industry Study: "eCommerce in Indonesia and How Tokopedia Boosts First Time Conversions by 20%" article snippet.
  • ASEAN Major E-commerce Platforms list (left panel text listing Lazada, Shopee, Bloom & Grow, Purebay.com, Baby Empire, Bimbi.com, Babydash, TinyTots, Zilingo, Tokopedia, Bukalapak).

What the research data reveals: The Statista data is exceptionally important. The Indonesian baby/maternity product market was growing at ~9% CAGR before COVID disruption and is projected to reach nearly USD 100M by 2027 — a massive TAM for Mama's Choice's commerce play. The mobile traffic dominance chart directly justifies building the commerce experience inside a mobile app (TAP) rather than investing in the Mama's Choice standalone website. Blibli's PWA data — 42% bounce reduction, 10x revenue per user — served as internal benchmarking to justify the investment in the TAP integration.

Page 6 — Market Research & Competitive Analysis (Visual Scan)

Visual elements identified:

• Brand Image Evaluation — Q4 (left chart): A Mama's Choice commissioned brand tracker study visible in the embedded image. It shows comparison data across brand attributes (Modern, Quality, Innovation, Safety-level, Made from natural ingredients, No products we need, Skin care fulfilment, Easy to get/accessible, More good quality products) against competitors. A radar/spider chart at the right of this section compares Mama's Choice vs competitors across brand pillars. Mama's Choice appears to score well on Safety and Natural Ingredients but lower on Accessibility and Innovation compared to market leaders.
• Brand Image Tracking (right chart): A detailed Mama's Choice brand tracking report with bar charts showing performance across attributes over time, benchmarked against at least 2 competitors (appears to be Mooimom and another brand). The chart tracks multiple brand health metrics across Q1–Q4 periods.
• Competitor Logos (visual): Three distinct logos are visible:
  • MOOIMOM — Bold pink/magenta logotype
  • Mothers Haven — Illustrated logo with a small house/haven icon in pink
  • SunnyBunny — Illustrated logo with warm/orange tones
• Marketplace logos at the bottom: Shopee (orange), Tokopedia (green), Lazada (red), Bukalapak (red diagonal), Blibli (blue) — the 5 dominant SEA marketplaces rendered as recognizable brand logos.

What the brand tracking data reveals: The Brand Image Tracking chart is a strategic intelligence asset. It shows that Mama's Choice was tracking its brand perception quarterly and benchmarking against direct competitors. The strong performance on "Natural Ingredients" and "Safety" aligns precisely with the 88% survey finding about mothers' fears of harmful products — this is the brand's core moat. However, lower scores on "Accessibility" and "Easy to get" directly justified the TAP integration as the strategic response: if you can't beat Shopee/Lazada on discoverability, join the platform where your target audience already lives.

Page 7 — User Research (Visual Scan)

Visual elements identified:

• Hypothesis callout box (top): Blue rounded rectangle listing 8 hypotheses — a deliberate visual parallel to the problem statement's HMW banner, using the same blue brand color.
• User research persona icons: A row of illustrated user avatars (diverse, gender-mixed, age-varied) spanning the full width — representing the diversity of the research participant pool.
• Survey Findings icons: Four circular illustrated icons:
  • Icon 1 (68%): Shopping bag / prenatal imagery
  • Icon 2 (72%): Female gender symbol
  • Icon 3 (76%): Mobile/app icon (e-commerce comfort)
  • Icon 4 (88%): Baby + skin/fear icon — the highest-scoring metric
  • Icon 5 (63%): BUY button / online shopping icon
• Video Interview Screenshots (two embedded panels): Two separate Microsoft Teams/Zoom video call grid screenshots showing:
  • Panel 1: 8+ participants visible in a grid call, likely the user interviews. Professional research setup.
  • Panel 2: A larger group (12-15 faces) including participants from diverse backgrounds — potentially the FGD (Focus Group Discussion) session. One participant appears to be at "The Thinking" venue (a co-working space visible in the background).
• Physical affinity mapping photos (two images): Two photos of a physical sticky-note affinity mapping wall exercise:
  • Photo 1: A whiteboard/wall with color-coded sticky notes organized into clusters (green, yellow, blue, pink). Column headers visible: "product category", "online comparison", "primary uses", "store impressions", "shopping process & benefits", "secondary users", "in-store experience", "age ranges".
  • Photo 2: A more zoomed-out view of the same or a follow-up affinity mapping session, showing a team member organizing yellow/green stickies.
  • Photo 3: A team member pointing at and reviewing the sticky note clusters — collaborative synthesis in action.
• Affinity Map (tabular version): The structured digital version of the physical sticky note exercise divided into 6 categories (Important Products, Favourite Brands, Problems, Expected Information, Leading Factors, Steps for Newborn, Essential Products, Self Care).

What the visuals reveal beyond text: The physical sticky note sessions and the video call screenshots confirm this was real, rigorous qualitative research — not synthesized assumptions. The multi-country video calls (participants appear to be from Indonesia, Thailand, Philippines based on context) confirm the cross-market scope. The affinity map having both a physical wall and a digitized version shows a two-stage synthesis process: physical ideation → digital organization.

Page 8 — Personas & User Journey (Visual Scan)

Visual elements identified:

• Double Diamond diagram (top right) — Now showing the second phase (Define phase) is active, with the green glow having moved to the second segment of the first diamond. The design process is progressing.
• Four persona profile photographs:
  • Sarah Phong — Professional woman (30s, corporate attire), representing Busy Bee Mom
  • Emily Chian — Young woman in hijab (late 20s), representing First-Time Mom (particularly relevant for Muslim-majority SEA markets like Indonesia and Malaysia)
  • Lisa Lee — Casual woman (30s, Singapore/Philippines context), representing Budget-Conscious Mom
  • Fourth persona (Tech-Savvy Rebecca) — Mentioned in text but not expanded into a detailed card in the visible portion
• Brand affinity logos in persona cards:
  • Sarah's card shows: MOOIMOM and Lazada logos
  • Emily's card shows: Lazada and another marketplace logo
  • Lisa's card shows: tokopedia, blibli, and Lazada logos — confirming that even the brand-loyal buyer is shopping across multiple platforms
• User Journey Map (emotional arc / scenario): A detailed horizontal journey map for Sarah Phong's scenario divided into 6 stages (Motivation → Product Search → Evaluate Product → Proceed to Checkout → Payment Method → Product Received). Each stage contains:
  • Step-by-step actions
  • Emotional emoji indicators (happy, neutral, sad) — particularly notable: the "sad face" appears at the Discount Code section (when she receives no code) and the "happy face" returns at Free Shipping and Product Received.
  • Opportunity callouts beneath each stage in green
• Checkout User Flow Diagram: A detailed flowchart showing the complete navigation architecture from Home → Product Categories → Product Listing → PDP → Cart → Checkout — with Yes/No decision branches, return loops ("Keep shopping?"), and page-level annotations. The flow distinguishes between User Actions, Pages, and System Questions.

What the journey map emotions reveal: The emotional dip at the "no discount code" moment is a crucial UX insight — users expect a discount code as a default e-commerce pattern (Shopee trains this behavior). The opportunity response ("Create a page where new users can subscribe to a newsletter" with coupon incentive) directly addresses this conditioned expectation. Emily's persona being depicted in a hijab is not incidental — it signals deliberate inclusivity design for the Muslim mother demographic, which is the single largest demographic in Indonesia (the #1 market per the Firebase data on page 2).

Page 9 — Brainstorming & Phase 1 Plan (Visual Scan)

Visual elements identified:

• Double Diamond diagram — Green glow now on the left side of the second diamond: the Develop phase. The team has moved from defining the problem to generating solutions.
• Physical brainstorming board (photograph): A large overhead whiteboard covered in yellow and pink sticky notes, organized into labeled clusters:
  • Product category, Online comparison, Primary uses
  • Store impressions
  • Shopping process & benefits, Secondary users
  • In-store experience
  • Age ranges
  • Shopping preferences The physical board confirms a real co-location ideation workshop was conducted (not remote-only).
• Phase 1 Product Roadmap Mind Map: A comprehensive, visually hierarchical mind map with three levels visible:
  • Root: Product Roadmap 2023 / Mama C
  • Phase 1 branches (yellow): Cart Function, Checkout Flow, Payment Gateway, Discovery Points, Order Management, User Details, Product Mapping & Update, Communication, Product/Shopping Pages
  • Phase 2 (orange): Other Brands
  • Each branch has detailed sub-nodes with specific technical and UX requirements
  • The mind map uses a muted gold/amber color for Phase 1 and orange for Phase 2, with white boxes for sub-features
  • The entire map is clearly enterprise-grade in scope and detail — suggesting significant product/engineering alignment

What the roadmap structure reveals: The three-tier product taxonomy (Phase 1: Mama C; Phase 2: Other Brands) reveals this was designed as a scalable commerce platform — not a one-brand feature. "Other Brands" as Phase 2 indicates TAP was planning to use the Mama's Choice integration as a template for onboarding additional commerce partners. The "Affiliate Buy Links" branch under Product Detail Pages is particularly notable — it acknowledges the reality that some users will still prefer buying via Shopee/Lazada, and rather than fighting this, the design accommodates it as an affiliate revenue stream.

Page 10 — Prototyping (Visual Scan)

Visual elements identified:

• Low-fidelity paper sketches (two panels):
  • Panel 1: Detailed hand-drawn wireframes showing Home page, PDP (Product Detail Page), Category page, and Cart. Key elements sketched include: Mama's Choice header, category navigation (Articles, Products, Promotions), product listing cards with price (Rp), rating stars, Add to Cart / Buy Now buttons, image placeholders, affiliate marketplace link section, and a checkout flow.
  • Panel 2: Checkout flow sketches showing Address form, Order Summary, Payment options (showing individual payment methods including BCA, and what appears to be digital wallet icons), Order Confirmation, and a vertical delivery timeline.
• High-fidelity Figma prototype screenshots (large collage): Approximately 12-15 screens visible showing a fully designed, pixel-perfect mobile app UI:
  • Home/Discovery Screen: The main TAP app interface with a Mama's Choice tab. Shows "Editor's Choice" Mama C products, categorized navigation (Body Care, Hair Care, Oral Care), product listing cards with product photos, TAP rating badge, pricing in IDR (Indonesian Rupiah — e.g., Rp 53,100, Rp 87,000, Rp 109,000), percentage off labels (55% OFF, 31% OFF, 45% OFF, 25% OFF).
  • Product Detail Page (PDP): Full product page for "Revitalizing Sheet Mask" (Mama's Choice product). Shows: product image carousel, TAP rating (4.9, 328 reviews), price with TAP discount, size selectors (50ML, 100ML, 500ML), color swatches, product description, Main Ingredients list (Water, Glycerin, Centella Asiatica, Hydrogenated Castor Oil, Methylpropanediol, PEG-40, Hydroxyacetophenone), Clinically Proven badge, User Reviews section (ratings breakdown: 5★=120, 4★=84, 3★=24, 2★=18, 1★=36, Overall 4.9/328 reviews), review text snippets, "You can also shop from" affiliate section (linking to Shopee/Lazada).
  • Checkout Flow screens: Cart page showing itemized products, Coupon/Promo code input, Shipping address form (Full Name, Mobile Number, Email, Address, City/District), Order Summary, Payment Method selection (showing PAYTM FEST option, cashback offer, wallet balance Rp 2000, available credits +66), Place Order button.
  • Order Confirmation & Tracking: "My Orders" screen with Order ID (#TAP/MC161740), ordered date (22 Apr, 2023), delivery status, "Write a Review" CTA, "Buy Again" option, and a Delivery Timeline showing package states.
  • Review screens: Star rating input UI with emoji-based feedback options, text field for written review.
  • TAP App Home (contextual): Shows the broader TAP app home screen with "Get expert-led tips and connect with other parents" community section visible — demonstrating how the commerce tab sits within the broader content/community TAP ecosystem.

What the prototypes reveal:

The PDP ingredient list (Water, Glycerin, Centella Asiatica, Hydrogenated Castor Oil, PEG-40, Hydroxyacetophenone) confirms the "clinically proven, naturally safe" brand positioning is delivered at the product level — not just marketing copy. The detailed pricing shows heavy discounting: 25%–55% OFF is standard, suggesting TAP commerce was positioned as a value channel, not a premium one. The affiliate links to Shopee/Lazada on the PDP are a sophisticated trust-building mechanism — acknowledging user behavior rather than fighting it, while keeping them within the TAP ecosystem long enough to convert. The payment flow including PAYTM and wallet/credit systems confirms a multi-modal payment architecture planned from Phase 1.

Page 11 — Usability Testing (Visual Scan)

Visual elements identified:

• In-person usability testing photograph: A professional group photo showing approximately 10-12 women seated around a table in what appears to be an office/co-working space. This appears to be the actual usability testing session — all participants are female, reflecting the target demographic (mothers/expecting mothers). Some are looking at mobile phones/devices — confirming mobile prototype testing.
• Usability test pie charts (6 charts):
  • Chart 1: "Are you satisfied with the overall product buying process?" — Pie chart showing majority positive (likely ~80%+ green).
  • Chart 2: "Rate out of 5: How easy is it to navigate through the whole checkout process?" — Bar chart showing distribution.
  • Chart 3: "Are the checkout steps clearly labeled and easy to understand?" — Pie chart with strong positive skew.
  • Chart 4: "Did you experience any difficulty during the buying process?" — Pie chart.
  • Chart 5: "Please rate any Websites, apps or Mobile apps you used find products from theAsianparent." — Star-rating distribution chart. Multiple platforms listed (Three True Buds, Lazada, Alibaba Products, etc.).
  • Chart 6: Extended text-answer responses visible about platform preferences and information adequacy.
• Success Metrics Results (two Google Sheets screenshots):
  • Sheet 1: "TAP Shop Orders Analytics" — A Google Sheet showing rows of individual orders with columns including: Date, Page Views, Add to Cart, Account Number, Orders Placed, Payment Info Account, ViewPayment, Add to Cart Rate, Conversion Rate, and Avg Order Value. Specific data rows visible showing dates in March 2023 and order data.
  • Sheet 2: A more detailed analytics tab with similar order metrics including conversion funnel data — Add to Cart %, Conversion Rate %, and Avg. Historical Value per order.

What the testing data reveals: All-female testing pool is methodologically sound given 72% of shoppers are female (per survey). The presence of actual order analytics sheets (not just prototype test data) confirms the product was launched and generating real transactions during or after the testing phase — this is live commerce data, not simulation. The conversion funnel data visible in the sheets would show drop-off points at each stage (view → add to cart → checkout → payment), directly informing the Phase 2 feature backlog.

Page 12 — Reflection (Visual Scan)

Visual elements identified:

• Clean, minimal typography-only slide. No data visualizations or images.
• Three section headings in the TAP/Mama's Choice blue: Ecommerce, Market Understanding and Integration, For next time — using the same brand blue as throughout the deck, maintaining visual consistency to the final slide.
• "Shoutout to the team!" section in bold black — heavier weight than the section headings, giving it visual prominence.
• Named team members are bolded within parentheses inside lighter gray body text — a deliberate typographic hierarchy choice that celebrates individuals within a continuous narrative sentence.

What the slide design communicates: The intentional simplicity of this closing slide — no data, no charts — is a rhetorical choice. After 11 pages of evidence, metrics, and frameworks, the designer closes with humanity and gratitude. The named team (PM, Country Head, HR, Mobile Head, Web Head, Co-Designer) reveals the full cross-functional team structure: this was not a solo design project but a coordinated product initiative spanning design, product management, engineering (mobile + web), and country operations.

PART 3 — Enriched Insights: Images × Text Synthesis

What the combination of visual evidence and written content reveals together — information that neither source alone would have surfaced.

Insight 1 — The Scale Gap Justification is Real, Not Assumed

The Firebase screenshot (Page 2) shows 969K monthly active users on the TAP platform, with real-time peaks of 12,249 concurrent users. Indonesia dominates at 5.5K real-time users alone. When read alongside the text's claim that "Mama's Choice struggles with limited visibility," the juxtaposition is stark: TAP was already delivering near-1M reach while Mama's Choice was dependent on third-party marketplaces. The Firebase data is the quantitative proof of why the integration was strategically inevitable — not a strategic option.

Insight 2 — Mobile-First Was Not a Design Choice; It Was a Market Fact

The Statista Sales Channel chart (Page 5) shows mobile traffic overtaking desktop around 2019–2020 and growing steeply. This visual, combined with the survey finding that 76% of users are comfortable with e-commerce apps, explains the decision to build the commerce experience inside theAsianparent's mobile app rather than improving Mama's Choice's existing web platform. The data removed the debate — mobile was the only viable primary channel.

Insight 3 — The 88% Fear Metric Is the Design's North Star (Invisible in the UX but Everywhere)

The survey finding that 88% of users fear using products that may harm their baby's sensitive skin is the most important number in the entire case study — yet it appears only once in the text. However, in the prototype (Page 10), this insight manifests everywhere: full ingredients lists on every PDP, "Clinically Proven" badge prominently displayed, safety-first copywriting, and even the decision to include certificates in the product display. The fear metric is the design rationale for an ingredient-transparency-first PDP architecture.

Insight 4 — Emily's Persona (Hijab) Is a Market Signal, Not Just Inclusivity

Emily Chian is depicted in a hijab (Page 8). Indonesia — TAP's #1 real-time market per the Firebase data (Page 2) — is the world's largest Muslim-majority country (~87% Muslim population). A hijab-wearing persona signals that the design team was consciously designing for the dominant cultural demographic of the priority market. This is not a diversity checkbox — it is a market-driven design decision. Halal certification (appearing in the affinity map's Leading Factors: "halal free Condition") confirms that product trust signals in Indonesia are culturally distinct from other SEA markets.

Insight 5 — The Affiliate Links Are a Strategic Moat, Not a Compromise

The text mentions "Affiliate Buy Links like Shopee, Lazada are helping and misleading" as a usability finding. The prototype (Page 10) shows these links prominently on the PDP under "You can also shop from." This apparent contradiction resolves when viewed through the data: the Brand Image Tracking chart (Page 6) shows Mama's Choice had lower scores on "Accessibility" — meaning users weren't sure they could trust buying directly from a new platform. The affiliate links serve as a trust scaffold: users can see they have the option to buy from a known marketplace, which paradoxically makes them more comfortable buying directly on TAP. This is a sophisticated conversion psychology mechanic.

Insight 6 — The MoM Chart Tells the Product Story of Phase 1's Success

The Shopping Widget vs Rewards orders chart (Page 4) shows the Shopping Widget (the commerce integration — the actual product of this case study) overtaking Rewards as an order driver in July–August. This is the single most important outcome metric in the entire deck, yet it's embedded in a small screenshot rather than headlined. The implication: by the end of Phase 1, the commerce feature was generating more orders than the established loyalty program — a remarkable outcome for a new integration.

Insight 7 — The Physical Sticky Note Sessions Signal Team Culture

Pages 7 and 9 both show physical, in-person sticky note sessions on whiteboards. In a post-COVID design world where most such sessions are digital (Miro, FigJam), conducting physical affinity mapping and feature brainstorming suggests the team prioritized real collaboration over convenience. This cultural signal is reinforced by the in-person usability testing (Page 11) — all-female testing group gathered in a physical space. The operational investment in face-to-face research in multiple SEA markets speaks to the seriousness of the design process.

Insight 8 — The Roadmap Reveals TAP's Platform Ambition

The Phase 1 Plan mind map (Page 9) explicitly labels Phase 2 as "Other Brands." This single label reveals that the Mama's Choice integration was designed from the outset as a scalable commerce platform template — not a bespoke one-brand build. Every architectural decision (payment gateway with Merchant Account Setup, Product Mapping & Update system, multi-brand cart function) was made with platform-scale in mind. theAsianparent was building a commerce marketplace infrastructure disguised as a brand integration.

PART 4 — Second Order & Third Order Thinking

Going beyond what the case study presents, to examine the deeper systemic implications, unintended consequences, and longer-term strategic dynamics.

SECOND ORDER THINKING

"What happens next, as a result of this?"

2.1 — The TAP Commerce Integration Commoditizes Mama's Choice's Own Platform

First order: Mama's Choice gains access to TAP's 969K monthly user base, boosting sales and brand visibility.

Second order: By building Mama's Choice's primary commerce experience inside TAP, the standalone Mama's Choice website becomes less important. Resources, marketing, and product attention shift toward the TAP channel. Over time, Mama's Choice loses the incentive to invest in its own platform — becoming structurally dependent on TAP for distribution. TAP gains leverage as the gatekeeper of Mama's Choice's most valuable customer touchpoint. This is the classic platform trap: a brand gains short-term reach while surrendering long-term customer ownership.

2.2 — The 18% GMV Target Creates Intra-Channel Cannibalization

First order: Achieving 18% GMV contribution from the TAP channel boosts Mama's Choice's total revenue.

Second order: The 18% GMV must come from somewhere. It will partially cannibalize Mama's Choice's existing Shopee, Lazada, and Tokopedia sales — not just generate net-new revenue. Users who previously purchased via marketplace may simply shift to TAP. If TAP offers lower prices or better discounts (as the 25–55% OFF pricing suggests), this may also compress Mama's Choice's average selling price and margin. The project may be growing TAP's commerce ecosystem more than it grows Mama's Choice's actual business.

2.3 — The Affiliate Links Will Gradually Become Redundant — Then Competitive

First order: Affiliate links to Shopee/Lazada on the TAP PDP help build trust and reduce purchase anxiety.

Second order: As users develop trust in the TAP commerce channel over 6–12 months, they will increasingly buy directly on TAP (lower friction, loyalty credits, familiar UX). The affiliate links will see declining click-through rates. At that point, TAP may choose to remove them — at which moment Shopee and Lazada lose affiliate revenue from TAP's traffic. This will create competitive tension: Shopee/Lazada may begin investing in their own parenting content channels to recapture this audience, directly competing with TAP's core content/community business.

2.4 — The In-App Commerce Experience Transforms TAP's Editorial Independence

First order: TAP integrates commerce and now earns GMV commission from Mama's Choice product sales.

Second order: TAP's editorial team (which creates parenting content) now has an implicit financial incentive to feature Mama's Choice products in articles, recommendations, and "Editor's Choice" curations. The "Editor's Picked Mama C Products" feature visible in the prototype is the first evidence of this. Over time, this creates editorial drift: content that prioritizes products with commerce integration over editorially superior products. Users may begin to notice and question whether TAP's recommendations are editorially independent or commercially motivated — eroding the trust that made TAP valuable in the first place.

2.5 — The Personas Reveal an Underserved Segment: Fathers

First order: Four personas are created — all female. The survey confirms 72% of baby product shoppers are female.

Second order: The 28% who are male (fathers, partners) are completely excluded from the design. Yet the affinity mapping reveals that mothers frequently mention "husband won't understand everything" and "sharing with partner" as pain points. A father-facing UX — product gifting, shared wishlists, "buy for my partner" flows — represents an untapped conversion opportunity. The 28% male minority, if engaged, could represent a high-value segment: fathers making large one-time purchases (strollers, gear) rather than frequent smaller purchases (skincare, supplements).

2.6 — The Usability Testing Sample is Demographically Narrow

First order: 10 participants tested the prototype; the prototype is declared a success.

Second order: The testing photograph (Page 11) shows all participants appear to be urban, educated, smartphone-proficient women — likely skewing toward the "Tech-Savvy Rebecca" or "Busy Bee Sarah" personas. Budget-Conscious moms from rural Indonesia (the largest geographic TAP user segment per Firebase data) are almost certainly not represented. The 80–85% usability scores may not hold for users with lower digital literacy, slower internet connections, or different price sensitivities. Phase 2 should include geographically diverse, lower-income segment testing.

THIRD ORDER THINKING

"What are the broader systemic, cultural, and long-term strategic consequences over a 3–10 year horizon?"

3.1 — TAP Becomes a Healthcare Marketplace — Redefining What a Parenting App Is

Second order recap: TAP builds a scalable commerce platform with Phase 2 being "Other Brands."

Third order: Over 3–5 years, as TAP onboards multiple mother-and-baby brands (expanding beyond Mama's Choice), it evolves from a content/community platform into a vertical healthcare marketplace — SEA's equivalent of a specialized Amazon for maternal and infant health. This fundamentally changes TAP's business model, competitive positioning, and regulatory exposure. A healthcare marketplace in SEA faces complex regulatory environments across 6 countries (BPOM in Indonesia, HSA in Singapore, FDA in Thailand, etc.). TAP's product review and endorsement mechanisms (star ratings, "clinically proven" badges) may eventually attract regulatory scrutiny, particularly for products making health claims. The editorial → commerce integration described in the case study is the seed of a regulatory risk that will only become apparent at scale.

3.2 — The Data Moat: TAP Will Know More About Mothers Than Any Paediatrician

Second order recap: TAP captures purchase data, browsing behavior, and product preferences within a parenting app context.

Third order: Combined with TAP's existing content consumption data (which articles mothers read, which parenting stages they engage with), the commerce integration creates an extraordinarily detailed behavioral dataset about mothers across their pregnancy-to-early-childhood journey. This data — purchase patterns tied to pregnancy stage, product preferences by country/religion/income level, concerns about ingredients linked to skin condition searches — is commercially and medically valuable at a scale no healthcare provider in SEA currently possesses. In 5–7 years, this dataset could be monetized through insurance partnerships (predicting maternal health risks), pharmaceutical companies (targeting prenatal supplement campaigns), or even sold as a consumer intelligence product. The case study frames this as a UX project; it is actually the first phase of building a maternal health data platform.

3.3 — The "Natural + Clinically Proven" Brand Position Will Face Increasing Scrutiny

Second order recap: Mama's Choice differentiates on "natural, safe, clinically proven" — high on the brand trust chart.

Third order: The global baby products industry is entering a period of intense scientific and regulatory scrutiny around ingredient safety claims. The EU Cosmetics Regulation (2023 updates), FDA scrutiny of "natural" claims, and WHO guidelines on baby skincare are tightening globally. PEG-40 (visible in the prototype's ingredient list) is an ingredient subject to ongoing scientific debate regarding safety in sensitive skin applications. If even one ingredient in Mama's Choice's core product line faces a regulatory challenge in any SEA market, the entire "clinically proven, naturally safe" brand architecture — which this entire commerce integration is built upon — is at risk. The integration's success has made Mama's Choice more dependent on this brand claim, not less — concentrating the brand risk.

3.4 — The Marketplace Dependency Inverts Mama's Choice's Competitive Advantage in 5 Years

Second order recap: Mama's Choice's standalone platform weakens as TAP integration deepens.

Third order: Shopee, Lazada, and Tokopedia are not static. They are actively investing in content and community features (Shopee Live, Tokopedia Play, Lazada LazLive) to become the same content-commerce hybrid that TAP currently is. In 3–5 years, these mega-platforms may offer TAP-equivalent community features plus their existing price and logistics superiority. At that moment, Mama's Choice — having under-invested in its own platform — will face an impossible choice: pay TAP's increasing commission rates (as TAP gains leverage) or return to marketplace dependence. The strategic optionality that drove the Phase 1 TAP integration will have narrowed significantly.

3.5 — The Double Diamond Conceals a Missing Phase: Post-Launch Behavioral Design

Second order recap: The Double Diamond process was followed correctly — Discover, Define, Develop, Deliver.

Third order: The Double Diamond ends at delivery. The case study closes with usability testing scores of 80–85% and a reflection. But e-commerce product success is not measured at launch — it is measured over 6, 12, and 24-month retention curves. The most critical design questions remain unanswered in the case study: Do first-time buyers return? Does the TAP commerce experience build Mama's Choice brand affinity or TAP platform affinity? Are mothers becoming Mama's Choice customers or TAP shoppers who happen to buy Mama's Choice? The difference between these two outcomes determines whether Phase 1 was a brand investment or merely a distribution deal. A fourth-order design discipline — behavioral retention design — was likely not in the Phase 1 scope but will determine the project's long-term legacy. The TAP Credits and Loyalty features deferred to Phase 2 are precisely the mechanics that would have answered this question.

3.6 — This Project Is a Template for How Legacy FMCG Brands Survive Platform Consolidation in SEA

Third order (macro): What Mama's Choice and theAsianparent did here is a microcosm of a tectonic shift occurring across SEA's consumer economy. Legacy DTC and specialty brands (in health, beauty, baby care) are being squeezed between mega-marketplaces (Shopee, Lazada) that offer price and logistics superiority, and platform-native brands (built inside ecosystems) that have zero customer acquisition cost. The Mama's Choice × TAP integration represents a third path: parasocial commerce — building sales volume inside a trusted community platform where purchase intent is already primed by content and peer recommendation. If successful at scale, this model — content-first community → commerce conversion — becomes the dominant playbook for specialty health brands across the region. The case study is not just a UX project document. It is an early proof-of-concept for a new category of commerce architecture in emerging Asia markets.

End of Document