Our approach was driven by balancing an aggressive timeline while coordinating with a national rebrand done by another firm. I realized that we would have to work closely with all stakeholders internally and the architect in order to fast track and coordinate with the various initiatives.
We began our process by understanding the customer personas. Blue Cross Blue Shield had invested significant research in segmentation. We identified people in each segment and conducted ethnographic interviews to understand key motivations according to functional and emotional needs. After charting various customer journeys (as shown below) we were able to prototype potential experience options.
Since opening the first prototype in August, there has been a steady stream of visitors, made up of 60% members and 40% non-members, that is picking up. Introductory fitness classes are popular as are appearances by local professional athletes.
Word-of-mouth is the big driver bringing people into the space. The goal is to attract more non-members and convert them over. At the same time, LiveBlue is now tweaking to provide 1-on-1 customer service to existing members.