Bank Salad Introduces 'Home' Tab to Respond to the MyData Era… Making Asset Changes Intuitive and Securing a Business Channel
Key point
Bank Salad introduced a Home tab to align with the MyData environment, making asset changes intuitive while laying the groundwork for new user acquisition and business revenue generation.
Details
Background of Introducing the Home Tab in the MyData Era
Bank Salad introduced the Home tab as its first screen in early 2022 to respond to the MyData era and overcome the limitations of the existing asset tab. Under the previous structure, users only repeated the features they used daily, resulting in low reach for advanced new services, and there was insufficient space for advertising and promotion to generate revenue. In addition, based on the internal judgment that simple asset inquiry alone could cause the service to lose its differentiating factor, a new entry point was needed to intuitively convey vast amounts of asset information.
Effects of the Introduction and User Response
With the introduction of the Home tab, users can now intuitively check asset changes, and the change amount field placed on the right side of each section has become a key element that users naturally recognize. New users easily discover and use various features through Home, such as app-tech (app-based earning), free checkups, and browsing popular financial products, and the product purchase conversion rate was highest on Home. Existing users, on the other hand, showed resistance to the change in their familiar experience, but given the service's characteristic of high long-term retention, the increased ease of learning for new users is interpreted as a positive sign.
Internal Consensus Process and Development Strategy
To resolve distrust among team members stemming from a past failed Home redesign, the CDO and CTO conducted direct 1-on-1 interviews, and through a Home hearing held for company-wide PMs, they reached consensus by producing a Q&A document exceeding 10 pages. During the development phase, in the early planning stage, five people—including product designers, the CDO, the CTO, and the tech lead—collaborated daily to design the user journey centered on CUJ (Critical User Journey). Rather than launching all features at once, they established a strategy of developing in stages while repeating QA and experiments, minimizing inconvenience for existing users while helping new users settle in.
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