Reimagining the Future of Beauty Retail
Reimagining the Future of Beauty Retail
Year
Context
Sephora, a leading cosmetics retailer, aimed to explore innovative avenues for its digital ecosystem. The goal was to envision initiatives that could offer a "dream shopping experience" by strengthening the connection between in-store journeys and the online experience (website, mobile app).
Context
Sephora, a leading cosmetics retailer, aimed to explore innovative avenues for its digital ecosystem. The goal was to envision initiatives that could offer a "dream shopping experience" by strengthening the connection between in-store journeys and the online experience (website, mobile app).
Context
Sephora, a leading cosmetics retailer, aimed to explore innovative avenues for its digital ecosystem. The goal was to envision initiatives that could offer a "dream shopping experience" by strengthening the connection between in-store journeys and the online experience (website, mobile app).
Context
Sephora, a leading cosmetics retailer, aimed to explore innovative avenues for its digital ecosystem. The goal was to envision initiatives that could offer a "dream shopping experience" by strengthening the connection between in-store journeys and the online experience (website, mobile app).
Problem
How can we identify relevant and desirable innovations for customers in a highly competitive cosmetics market? How do we move beyond incremental improvements to imagine a truly new and enchanting experience, while ensuring it aligns with on-the-ground realities and business objectives?
Problem
How can we identify relevant and desirable innovations for customers in a highly competitive cosmetics market? How do we move beyond incremental improvements to imagine a truly new and enchanting experience, while ensuring it aligns with on-the-ground realities and business objectives?
Problem
How can we identify relevant and desirable innovations for customers in a highly competitive cosmetics market? How do we move beyond incremental improvements to imagine a truly new and enchanting experience, while ensuring it aligns with on-the-ground realities and business objectives?
Problem
How can we identify relevant and desirable innovations for customers in a highly competitive cosmetics market? How do we move beyond incremental improvements to imagine a truly new and enchanting experience, while ensuring it aligns with on-the-ground realities and business objectives?
Client
Sephora
Industry
Cosmetic
Service
UX design
Discovery
Approach
The chosen approach was co-creation to maximize the richness of ideas. An immersive ideation day was designed to bring together and foster collaboration among a diverse group of participants, in order to cross-reference perspectives: "Gold" customers, "Beauty Advisors," store managers, as well as head office and marketing teams.
Approach
The chosen approach was co-creation to maximize the richness of ideas. An immersive ideation day was designed to bring together and foster collaboration among a diverse group of participants, in order to cross-reference perspectives: "Gold" customers, "Beauty Advisors," store managers, as well as head office and marketing teams.
Approach
The chosen approach was co-creation to maximize the richness of ideas. An immersive ideation day was designed to bring together and foster collaboration among a diverse group of participants, in order to cross-reference perspectives: "Gold" customers, "Beauty Advisors," store managers, as well as head office and marketing teams.
Approach
The chosen approach was co-creation to maximize the richness of ideas. An immersive ideation day was designed to bring together and foster collaboration among a diverse group of participants, in order to cross-reference perspectives: "Gold" customers, "Beauty Advisors," store managers, as well as head office and marketing teams.
UX Research
The day was structured around several Design Thinking workshops tailored to generate a maximum number of ideas and to frame the reflection process:
Empathy Map: To deeply understand the thoughts, feelings, and behaviors of the different user profiles.
In-Store Experience Storyboard: To identify pain points and opportunities for improvement throughout the entire in-store journey.
"Disney Method" Workshop: A three-part role-playing exercise (the Dreamer, the Realist, the Critic) to creatively and structurally challenge each idea and assess its full potential.
UX Research
The day was structured around several Design Thinking workshops tailored to generate a maximum number of ideas and to frame the reflection process:
Empathy Map: To deeply understand the thoughts, feelings, and behaviors of the different user profiles.
In-Store Experience Storyboard: To identify pain points and opportunities for improvement throughout the entire in-store journey.
"Disney Method" Workshop: A three-part role-playing exercise (the Dreamer, the Realist, the Critic) to creatively and structurally challenge each idea and assess its full potential.
UX Research
The day was structured around several Design Thinking workshops tailored to generate a maximum number of ideas and to frame the reflection process:
Empathy Map: To deeply understand the thoughts, feelings, and behaviors of the different user profiles.
In-Store Experience Storyboard: To identify pain points and opportunities for improvement throughout the entire in-store journey.
"Disney Method" Workshop: A three-part role-playing exercise (the Dreamer, the Realist, the Critic) to creatively and structurally challenge each idea and assess its full potential.
UX Research
The day was structured around several Design Thinking workshops tailored to generate a maximum number of ideas and to frame the reflection process:
Empathy Map: To deeply understand the thoughts, feelings, and behaviors of the different user profiles.
In-Store Experience Storyboard: To identify pain points and opportunities for improvement throughout the entire in-store journey.
"Disney Method" Workshop: A three-part role-playing exercise (the Dreamer, the Realist, the Critic) to creatively and structurally challenge each idea and assess its full potential.
Challenge
The biggest challenge of the day was managing and aligning the expectations of a very heterogeneous group. On one hand, the marketing teams had highly creative expectations, suggesting spectacular concepts like influencer holograms or a metaverse. On the other hand, the "Gold" customers expressed needs for more pragmatic but high-impact improvements, such as simplifying the checkout process.
The task was therefore to navigate between these two visions and to remind everyone that innovation lies not only in the spectacular, but also in subtle improvements that truly change daily life. All of this while managing logistical constraints, such as a smaller-than-expected room, which required agility to maintain a positive group dynamic.
Challenge
The biggest challenge of the day was managing and aligning the expectations of a very heterogeneous group. On one hand, the marketing teams had highly creative expectations, suggesting spectacular concepts like influencer holograms or a metaverse. On the other hand, the "Gold" customers expressed needs for more pragmatic but high-impact improvements, such as simplifying the checkout process.
The task was therefore to navigate between these two visions and to remind everyone that innovation lies not only in the spectacular, but also in subtle improvements that truly change daily life. All of this while managing logistical constraints, such as a smaller-than-expected room, which required agility to maintain a positive group dynamic.
Challenge
The biggest challenge of the day was managing and aligning the expectations of a very heterogeneous group. On one hand, the marketing teams had highly creative expectations, suggesting spectacular concepts like influencer holograms or a metaverse. On the other hand, the "Gold" customers expressed needs for more pragmatic but high-impact improvements, such as simplifying the checkout process.
The task was therefore to navigate between these two visions and to remind everyone that innovation lies not only in the spectacular, but also in subtle improvements that truly change daily life. All of this while managing logistical constraints, such as a smaller-than-expected room, which required agility to maintain a positive group dynamic.
Challenge
The biggest challenge of the day was managing and aligning the expectations of a very heterogeneous group. On one hand, the marketing teams had highly creative expectations, suggesting spectacular concepts like influencer holograms or a metaverse. On the other hand, the "Gold" customers expressed needs for more pragmatic but high-impact improvements, such as simplifying the checkout process.
The task was therefore to navigate between these two visions and to remind everyone that innovation lies not only in the spectacular, but also in subtle improvements that truly change daily life. All of this while managing logistical constraints, such as a smaller-than-expected room, which required agility to maintain a positive group dynamic.
UI Design
Following the workshops, the next step was to translate the three strategic pillars into a concrete experience structure.
My role was to map out the key user journeys that addressed the identified needs, such as personalization and a simplified purchase process. This "wireflow" work allowed us to:
Visualize the logical sequence of screens and interactions.
Identify the specific features required at each step of the journey.
Validate the overall consistency of the experience before any graphic interface design.
This deliverable served as the foundation and functional specifications for the UI design and development teams that would take over the project.
UI Design
Following the workshops, the next step was to translate the three strategic pillars into a concrete experience structure.
My role was to map out the key user journeys that addressed the identified needs, such as personalization and a simplified purchase process. This "wireflow" work allowed us to:
Visualize the logical sequence of screens and interactions.
Identify the specific features required at each step of the journey.
Validate the overall consistency of the experience before any graphic interface design.
This deliverable served as the foundation and functional specifications for the UI design and development teams that would take over the project.
UI Design
Following the workshops, the next step was to translate the three strategic pillars into a concrete experience structure.
My role was to map out the key user journeys that addressed the identified needs, such as personalization and a simplified purchase process. This "wireflow" work allowed us to:
Visualize the logical sequence of screens and interactions.
Identify the specific features required at each step of the journey.
Validate the overall consistency of the experience before any graphic interface design.
This deliverable served as the foundation and functional specifications for the UI design and development teams that would take over the project.
UI Design
Following the workshops, the next step was to translate the three strategic pillars into a concrete experience structure.
My role was to map out the key user journeys that addressed the identified needs, such as personalization and a simplified purchase process. This "wireflow" work allowed us to:
Visualize the logical sequence of screens and interactions.
Identify the specific features required at each step of the journey.
Validate the overall consistency of the experience before any graphic interface design.
This deliverable served as the foundation and functional specifications for the UI design and development teams that would take over the project.
Impact
While there were no quantitative metrics, the impact of this mission was primarily strategic and qualitative. The project concluded successfully with the final presentation, where the client particularly praised the high quality of the deliverables, their strategic clarity, and the relevance of the proposed innovation tracks.
The main outcomes were:
The definition of three clear and shared innovation pillars by all stakeholders: personalization, guidance & support, and a simplified purchasing journey.
The concrete proposal to create a "lab.sephora", an agile internal unit designed to rapidly test ideas and to spread a culture of innovation and user-centricity throughout the company.
Impact
While there were no quantitative metrics, the impact of this mission was primarily strategic and qualitative. The project concluded successfully with the final presentation, where the client particularly praised the high quality of the deliverables, their strategic clarity, and the relevance of the proposed innovation tracks.
The main outcomes were:
The definition of three clear and shared innovation pillars by all stakeholders: personalization, guidance & support, and a simplified purchasing journey.
The concrete proposal to create a "lab.sephora", an agile internal unit designed to rapidly test ideas and to spread a culture of innovation and user-centricity throughout the company.
Impact
While there were no quantitative metrics, the impact of this mission was primarily strategic and qualitative. The project concluded successfully with the final presentation, where the client particularly praised the high quality of the deliverables, their strategic clarity, and the relevance of the proposed innovation tracks.
The main outcomes were:
The definition of three clear and shared innovation pillars by all stakeholders: personalization, guidance & support, and a simplified purchasing journey.
The concrete proposal to create a "lab.sephora", an agile internal unit designed to rapidly test ideas and to spread a culture of innovation and user-centricity throughout the company.
Impact
While there were no quantitative metrics, the impact of this mission was primarily strategic and qualitative. The project concluded successfully with the final presentation, where the client particularly praised the high quality of the deliverables, their strategic clarity, and the relevance of the proposed innovation tracks.
The main outcomes were:
The definition of three clear and shared innovation pillars by all stakeholders: personalization, guidance & support, and a simplified purchasing journey.
The concrete proposal to create a "lab.sephora", an agile internal unit designed to rapidly test ideas and to spread a culture of innovation and user-centricity throughout the company.
Tools
🎨 Figma for UI design
🧠 Miro for workshops and user research
⚙️ Marvel for interactive prototyping
Tools
🎨 Figma for UI design
🧠 Miro for workshops and user research
⚙️ Marvel for interactive prototyping
Tools
🎨 Figma for UI design
🧠 Miro for workshops and user research
⚙️ Marvel for interactive prototyping
Tools
🎨 Figma for UI design
🧠 Miro for workshops and user research
⚙️ Marvel for interactive prototyping
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