<first>A<first>lice was born with the goal of being a unique service in a traditional industry. Through a model focused on primary care, the company brought a distinct vision to health plans. It operates with Alice Agora: a team available 24 hours a day via app, with complete access to each member's health history. Technology is the pillar of this model, enabling care coordination — with access to prescriptions, exams, and appropriate referrals. This orchestration of the experience, starting from the first contact with the health team, is Alice's biggest differential.

In recent years, companies purchasing health plans have faced extremely high price adjustments. This high cost is the result of model inefficiency; that is, the difficulty users have in using the plan correctly. This distortion is also aggravated by the profit incentives inherent to health plan operators. Alice, on the other hand, enables a coordinated system flow, leading to better outcomes for members' problems. The result is twofold: healthier people and a significant cost reduction. As a Design challenge, we had the mission to explain this simply to support the sale of the Alice plan to companies.

The health plan contracting journey

Health insurance is a fundamental benefit offered by most companies. In many cases, it's a deciding factor when employees choose whether or not to accept a job offer. For Human Resources departments — HR teams — selecting an operator is the result of an extremely strategic deliberation. Beyond directly impacting employee well-being, this is one of the largest administrative expenses, second only to salaries.

Alice's website is an indispensable channel within the hiring journey. It's through the website that HR can delve deeper into who Alice is, what it offers, the types of plans, and its unique differentiators. This is even more important because we are a new brand with a model far from traditional. A proposal focused on primary care is unfamiliar to Brazilians; less than 1% of the private health system in the country operates with this model. This makes the sales process more complex.

Given this, the website serves to welcome visitors and clearly present Alice's vision. It's important to highlight that contracting health benefits is not trivial. It's a medium-term decision with numerous variables, including the transition of care for employees who already use a plan and have ongoing treatments. Therefore, the website must be an intuitive entry point, displaying relevant information for HR, potentially becoming a negotiation accelerator during the hiring journey.

{{video-galeria}}

Understanding the market

To gain a deeper understanding of corporate expectations regarding health plans, we conducted a Product-Market Fit exercise. The aim was to gather insights that would help us refine our product and define the most suitable value proposition for promoting Alice. This work was led by Design in partnership with Product Managers and business teams. The study included both qualitative and quantitative analyses to explore a key question in the hiring journey: What is most relevant to the company and its employees when choosing a health plan?

In summary, three factors emerged:

Traditional evaluation criteria

Despite the Alice plan having clear differentiators compared to the market, we are evaluated against traditional operators. This puts us in a dynamic where usual market requirements are used to rank Alice's offering.

Comparison brings security

Comparing features across different plans is the simplest way to evaluate products. Healthcare is a complex service, and HR teams don't necessarily feel confident making decisions about it.

Lack of awareness about primary care

Alice's model is uncommon, and effectively communicating its differentiators proved challenging. Focusing exclusively on the benefits of primary care wouldn't be sufficient.

These conclusions served as the foundation for structuring our website. To access the corporate market, the content needed to highlight factors traditionally considered important. Following the Market Fit analyses, our understanding was that HR teams analyze these minimum requirements — such as the breadth of the accredited network and the plan's price — before they are open to what's new. Therefore, we divided our approach into two phases: initially prioritizing the basic criteria, and then exploring Alice's brand differentiators.

Presenting the basic criteria

Through a business lens, we use a general metric (SQL) that indicates the volume of leads generated through the website. Leads represent companies interested in Alice who have pre-registered and meet minimum qualification criteria. These factors can include: company headquarters location, team geographic distribution, and total number of employees. The more efficiently the website presents Alice, the more leads are generated. In other words, the website can answer questions that would typically fall to a salesperson, removing obstacles during the initial discovery phase.

How to address HR's most frequent questions when choosing a plan?

The website's Home page receives visitors from different traffic sources and serves to correctly introduce Alice. To support content creation, we started with an inventory of keywords most frequently used in health plan searches. The goal was to speak HR's language and, consequently, improve our SEO ranking. We considered personas for various company sizes – small, medium, and large – and highlighted the most common terms. Comparisons of annual price adjustments between Alice and other operators were one example. Additionally, we addressed sought-after topics such as: contracting time and the feasibility of including individual contractors (PJs) in the plan.

The accredited network is also a primary selection criterion. HR teams carefully evaluate the offering of doctors and the proximity between employees' residences and healthcare institutions. Therefore, in addition to addressing this topic prominently on the Home page, we evolved the network search experience within the website. We moved from a list-based model to a visual system with a map and geolocation. This format facilitated the filtering of specialists and their distribution in each region. Users can also understand the coverage differences by plan type – both the most sophisticated and the most accessible.

Before completing their registration, leads must indicate their plan preference. Variations include accommodation types (ward or private room), laboratory types (basic or premium), and the number of hospitals included in the network. Our Design challenge was to simplify this selection process. To do this, we reduced the 18 possible combinations to just 3 main products. We displayed these items side-by-side in columns and allowed features to be selected via toggles. This format enabled a quick comparison among the most basic criteria.

The website plays a fundamental role in meeting market expectations while highlighting Alice's differentiators. As a digital channel, it offers a scalable solution for a product traditionally sold offline.

{{imagem-galeria}}

Brand identity and evolution

During the website's second phase, Alice underwent a rebrand process. In partnership with an external studio, we developed a more sophisticated visual vocabulary, complete with new assets and specific guidelines for typography and colors. This language would be applied across all brand touchpoints to represent the company's new phase. As a Product Design challenge, we needed to understand the scope of this change relative to the existing Design System guidelines. In parallel, this second phase was the ideal time to enrich the narrative with Alice's market differentiators.

How to update Alice's visual language at the speed the brand needs?

From a technical perspective, our solution was a Low Code system for building website pages. This choice was strategic for applying the new visual standards agilely, without relying on immediate structural changes to the Design System. With faster implementation, Low Code facilitated experiments – for example, in variations of titles, color contrast, image application, and animations. To prevent risks, we performed an incremental migration, starting with editorial pages and landing pages for campaigns.

Additionally, we assembled a library of predefined modules for the website. The goal was to have a set of "building blocks" to compose pages and support hypothesis validation. We created items to describe Alice's attributes, including the basic criteria – like network and price; but also, for the differentiators: instant access to primary care specialists, population health data control, and exclusive support with account managers, among others. This flexibility was essential for us to evaluate the less common criteria that make Alice unique but with which HR teams aren't necessarily familiar.

To complement the more general business metrics – such as SQL generation – we defined site-specific indicators. We used parameters like Core Web Vitals and loading time (performance). This allowed for comparison between the Low Code model and the previous technologies used by the team. On the other hand, we also used indicators to assess if the narrative generated interest, stimulating navigation across multiple pages (consideration). The combination of metrics helped us validate both technical efficiency and the website's ability to reinforce Alice's value proposition.

<heading-light>Visit the<heading-light> Alice website

‍

{{imagem-galeria-dois}}