Wework

Increasing the conversion rates for Wework India On-Demand

Increasing the conversion rates for Wework India On-Demand

Wework

Increasing the conversion rates for Wework India On-Demand

Logo

Role

UX Intern @ Design Brewery

Year

2023

Timeline

Timeline

May - June (4 weeks)

Team Size

Team Size

5 Designers + Researchers

Keywords

Keywords

UX Audit, Funnel Analysis, Heuristic Analysis, User Flow, UI Redesign

TL;DR

TL;DR

For my first end-to-end project at Design Brewery, our team tackled a critical issue for WeWork India’s On-Demand service, their pay-as-you-go model for booking desks and meeting rooms. Despite 92% of traffic being mobile, conversions were a dismal 0.7%.


Our UX audit revealed a confusing booking flow with a major bottleneck in conference room reservations, and that their most profitable offering i.e. Day Pass Bundles was nearly invisible. Our solution was a complete, mobile-first redesign. We unified the three separate booking journeys into a single, intuitive 4-step flow (down from 8) and built in a strategic nudge to upsell users to the more profitable Bundles.


This redesign was a key driver in a 197% increase in On-Demand revenue, establishing it as WeWork's primary engine for growth in the following fiscal year.

Objectives

Objectives

The project kicked off with a crucial two-stage approach. In the first stage, I was entrusted with another UX designer to quickly assess the existing design. Our goal was to identify immediate pain points and develop a concept sample design that we could present to the WeWork team. The second phase involved improving the booking flow, and finally creating device agnostic design for the product.

The project kicked off with a crucial two-stage approach. In the first stage, I was entrusted with another UX designer to quickly assess the existing design. Our goal was to identify immediate pain points and develop a concept sample design that we could present to the WeWork team. The second phase involved improving the booking flow, and finally creating device agnostic design for the product.

The project kicked off with a crucial two-stage approach. In the first stage, I was entrusted with another UX designer to quickly assess the existing design. Our goal was to identify immediate pain points and develop a concept sample design that we could present to the WeWork team. The second phase involved improving the booking flow, and finally creating device agnostic design for the product.

Phase 1: Initial Audit & Research

A Puzzling Drop-off

92% of the traffic came from mobile, yet the conversion rate was 0.7%

Our deep dive into the analytics for this initial audit quickly revealed a stark reality. While an overwhelming 92% of WeWork India's user traffic flowed from mobile devices with an abysmal 0.7% conversion rate.


We began by analyzing the existing booking funnel, which consisted of eight steps across both mobile and desktop platforms. The funnel tracked users from session start through to final purchase, including viewing workspace lists, selecting items, adding to cart, and completing checkout.


The mobile experience was failing at the very first step. While desktop performed at industry standards, it represented only 8% of total traffic.


Our research revealed how far behind WeWork's mobile experience was lagging. The industry standard Next Step Rate for mobile e-commerce sits at 61.69%, while WeWork achieved only 14.81% - a delta of 46.88%. The bounce rate told an even more concerning story with the mobile bounce rate being 85%, far higher than the industry standard of 41%

Our deep dive into the analytics for this initial audit quickly revealed a stark reality. While an overwhelming 92% of WeWork India's user traffic flowed from mobile devices with an abysmal 0.7% conversion rate.


We began by analyzing the existing booking funnel, which consisted of eight steps across both mobile and desktop platforms. The funnel tracked users from session start through to final purchase, including viewing workspace lists, selecting items, adding to cart, and completing checkout.


The mobile experience was failing at the very first step. While desktop performed at industry standards, it represented only 8% of total traffic.


Our research revealed how far behind WeWork's mobile experience was lagging. The industry standard Next Step Rate for mobile e-commerce sits at 61.69%, while WeWork achieved only 14.81% - a delta of 46.88%. The bounce rate told an even more concerning story with the mobile bounce rate being 85%, far higher than the industry standard of 41%

Our deep dive into the analytics for this initial audit quickly revealed a stark reality. While an overwhelming 92% of WeWork India's user traffic flowed from mobile devices with an abysmal 0.7% conversion rate.


We began by analyzing the existing booking funnel, which consisted of eight steps across both mobile and desktop platforms. The funnel tracked users from session start through to final purchase, including viewing workspace lists, selecting items, adding to cart, and completing checkout.


The mobile experience was failing at the very first step. While desktop performed at industry standards, it represented only 8% of total traffic.


Our research revealed how far behind WeWork's mobile experience was lagging. The industry standard Next Step Rate for mobile e-commerce sits at 61.69%, while WeWork achieved only 14.81% - a delta of 46.88%. The bounce rate told an even more concerning story with the mobile bounce rate being 85%, far higher than the industry standard of 41%

Heuristic Evaluation Findings

We conducted a systematic heuristic evaluation of the existing interface, focusing on the first two steps where most users dropped off.

The mobile homepage violated multiple usability principles.

  • The banner area consumed excessive screen space, pushing actionable elements below the fold.

  • The copy on the search button on the mobile website says "Book Workspace" which is too early for the user to commit before finding the right workspace.

  • On the View Item List page on mobile, the entire first fold contained no actionable items to progress the journey.

  • Users encountered blocks of text and unnecessary iconography before seeing actual workspace options.

and many more…

The mobile homepage violated multiple usability principles.

  • The banner area consumed excessive screen space, pushing actionable elements below the fold.

  • The copy on the search button on the mobile website says "Book Workspace" which is too early for the user to commit before finding the right workspace.

  • On the View Item List page on mobile, the entire first fold contained no actionable items to progress the journey.

  • Users encountered blocks of text and unnecessary iconography before seeing actual workspace options.

and many more…

The mobile homepage violated multiple usability principles.

  • The banner area consumed excessive screen space, pushing actionable elements below the fold.

  • The copy on the search button on the mobile website says "Book Workspace" which is too early for the user to commit before finding the right workspace.

  • On the View Item List page on mobile, the entire first fold contained no actionable items to progress the journey.

  • Users encountered blocks of text and unnecessary iconography before seeing actual workspace options.

and many more…

Creating the Sample Solution

Rather than just presenting problems, we developed a prototype demonstrating potential improvements.

We reduced the banner size to maximize actionable screen space. Using geolocation, we pre-selected the user's city and showed all locations by default. The three service types became sticky tabs that remained accessible while scrolling. We redesigned the workspace cards with image sliders, allowing users to explore spaces without leaving the list view.


This initial presentation, combining our audit findings with the sample solution, convinced WeWork to proceed with a full redesign project. They approved a one-month sprint to address critical issues, with potential for extended engagement based on results.

We reduced the banner size to maximize actionable screen space. Using geolocation, we pre-selected the user's city and showed all locations by default. The three service types became sticky tabs that remained accessible while scrolling. We redesigned the workspace cards with image sliders, allowing users to explore spaces without leaving the list view.


This initial presentation, combining our audit findings with the sample solution, convinced WeWork to proceed with a full redesign project. They approved a one-month sprint to address critical issues, with potential for extended engagement based on results.

We reduced the banner size to maximize actionable screen space. Using geolocation, we pre-selected the user's city and showed all locations by default. The three service types became sticky tabs that remained accessible while scrolling. We redesigned the workspace cards with image sliders, allowing users to explore spaces without leaving the list view.


This initial presentation, combining our audit findings with the sample solution, convinced WeWork to proceed with a full redesign project. They approved a one-month sprint to address critical issues, with potential for extended engagement based on results.

Phase 2: Deep Research

Detailed Funnel Analysis by Service Type

With WeWork's approval, we dove deeper into understanding user behavior across their three main offerings. The data revealed distinct patterns.


We started by segmenting the funnel data by service type.

  • Day Pass showed 699,000 sessions converting to just 6,100 purchases.

  • Conference Rooms performed better proportionally, with 56,000 sessions leading to 2,000 bookings.

  • But the real surprise was Day Pass Bundles. Despite being the most profitable offering for WeWork, it attracted only 3,700 sessions with 1,400 conversions. The bundles had a better conversion rate but suffered from low awareness.


The abandonment patterns were consistent across all three offerings. Between 45% and 85% of users dropped off at four critical points: landing on the page, viewing the list of buildings, selecting a specific space, and adding billing details. Mobile showed 70% to 85% abandonment rates compared to desktop across all these steps

With WeWork's approval, we dove deeper into understanding user behavior across their three main offerings. The data revealed distinct patterns.


We started by segmenting the funnel data by service type.

  • Day Pass showed 699,000 sessions converting to just 6,100 purchases.

  • Conference Rooms performed better proportionally, with 56,000 sessions leading to 2,000 bookings.

  • But the real surprise was Day Pass Bundles. Despite being the most profitable offering for WeWork, it attracted only 3,700 sessions with 1,400 conversions. The bundles had a better conversion rate but suffered from low awareness.


The abandonment patterns were consistent across all three offerings. Between 45% and 85% of users dropped off at four critical points: landing on the page, viewing the list of buildings, selecting a specific space, and adding billing details. Mobile showed 70% to 85% abandonment rates compared to desktop across all these steps

With WeWork's approval, we dove deeper into understanding user behavior across their three main offerings. The data revealed distinct patterns.


We started by segmenting the funnel data by service type.

  • Day Pass showed 699,000 sessions converting to just 6,100 purchases.

  • Conference Rooms performed better proportionally, with 56,000 sessions leading to 2,000 bookings.

  • But the real surprise was Day Pass Bundles. Despite being the most profitable offering for WeWork, it attracted only 3,700 sessions with 1,400 conversions. The bundles had a better conversion rate but suffered from low awareness.


The abandonment patterns were consistent across all three offerings. Between 45% and 85% of users dropped off at four critical points: landing on the page, viewing the list of buildings, selecting a specific space, and adding billing details. Mobile showed 70% to 85% abandonment rates compared to desktop across all these steps

Competitor Analysis

Our competitor analysis revealed fascinating contrasts in approach.

  • MyHQ had implemented quick filtering directly within listing pages, reducing time to purchase.

  • Workafella used clean, minimal designs optimized for mobile loading speeds.

  • Regus' checkout flow wasn't particularly innovative but their listing page was efficient. Filters and sorting options were prominently displayed, and the information hierarchy perfectly matched user priorities.

Social Media

  • Unclear Product Offerings: WeWork's On-Demand ads didn't specify the different types of flexible workspaces available, such as day passes, bundles, or conference rooms, which confused new users.

  • Vague Social Media Messaging: WeWork India's social media used too many aspirational adjectives like "inspiring" and "collaborative" without providing concrete details or benefits, unlike their competitors.

  • Mixed Messaging in Video Ads: Their YouTube video ads tried to appeal to both individual freelancers and large enterprise teams simultaneously, which diluted their message and confused their target audience.

User Research and Personas

Using the data we were provided we identified the top three client industries: Technology, Consulting and Creative Services. Individual Contributors and management-level roles were equal in distribution.


Most surprisingly, the majority of On-Demand clients either owned or worked for incorporated businesses who needed flexible but professional workspaces.

Using the data we were provided we identified the top three client industries: Technology, Consulting and Creative Services. Individual Contributors and management-level roles were equal in distribution.


Most surprisingly, the majority of On-Demand clients either owned or worked for incorporated businesses who needed flexible but professional workspaces.

Using the data we were provided we identified the top three client industries: Technology, Consulting and Creative Services. Individual Contributors and management-level roles were equal in distribution.


Most surprisingly, the majority of On-Demand clients either owned or worked for incorporated businesses who needed flexible but professional workspaces.

We developed four personas based on this data:

  • The freelancer booking spaces while commuting.

  • The startup founder needing impressive meeting rooms.

  • The team lead coordinating group bookings.

  • The digital nomad prioritizing location and amenities.

System Usability Scale Testing

Users consistently rated the system as unnecessarily complex and noted that there was too much inconsistency throughout the booking process.

To quantify the website's usability issues, we conducted a System Usability Scale (SUS) test with 10 representative users at a nearby WeWork workspace.


The website achieved a final SUS score of 55.25, which is rated as "Below Average". This score is well below the industry average of 68 and falls into the "Marginal" acceptability range.


This quantitative data supported our qualitative findings. This test helped us set the focus on areas of improvement in the booking flow.

To quantify the website's usability issues, we conducted a System Usability Scale (SUS) test with 10 representative users at a nearby WeWork workspace.


The website achieved a final SUS score of 55.25, which is rated as "Below Average". This score is well below the industry average of 68 and falls into the "Marginal" acceptability range.


This quantitative data supported our qualitative findings. This test helped us set the focus on areas of improvement in the booking flow.

To quantify the website's usability issues, we conducted a System Usability Scale (SUS) test with 10 representative users at a nearby WeWork workspace.


The website achieved a final SUS score of 55.25, which is rated as "Below Average". This score is well below the industry average of 68 and falls into the "Marginal" acceptability range.


This quantitative data supported our qualitative findings. This test helped us set the focus on areas of improvement in the booking flow.

Booking Flow Analysis Deep Dive

The existing booking flow required users to make too many decisions too early.

Our detailed booking flow analysis revealed structural problems beyond the interface issues. The "How it works" link on the homepage took users to a completely different website section, breaking their mental model of the booking flow. The "Call us" CTA, meant to be helpful, took the user out of the booking flow with no way to return.


The existing workflow forces users to make too many decisions too early. Before seeing any actual workspaces, users had to choose between Day Pass, Bundles, or Conference Rooms, distinctions that weren't always clear. Then they selected a city, then a specific location, all before seeing if spaces were even available.


We mapped out the current user journey and identified multiple points where unnecessary complexity created friction. The system asked for team member details individually rather than just the number of seats needed. For conference bookings the time slot selection came after space selection, meaning users might fall in love with a space only to find it unavailable on their desired time slot.

Our detailed booking flow analysis revealed structural problems beyond the interface issues. The "How it works" link on the homepage took users to a completely different website section, breaking their mental model of the booking flow. The "Call us" CTA, meant to be helpful, took the user out of the booking flow with no way to return.


The existing workflow forces users to make too many decisions too early. Before seeing any actual workspaces, users had to choose between Day Pass, Bundles, or Conference Rooms, distinctions that weren't always clear. Then they selected a city, then a specific location, all before seeing if spaces were even available.


We mapped out the current user journey and identified multiple points where unnecessary complexity created friction. The system asked for team member details individually rather than just the number of seats needed. For conference bookings the time slot selection came after space selection, meaning users might fall in love with a space only to find it unavailable on their desired time slot.

Our detailed booking flow analysis revealed structural problems beyond the interface issues. The "How it works" link on the homepage took users to a completely different website section, breaking their mental model of the booking flow. The "Call us" CTA, meant to be helpful, took the user out of the booking flow with no way to return.


The existing workflow forces users to make too many decisions too early. Before seeing any actual workspaces, users had to choose between Day Pass, Bundles, or Conference Rooms, distinctions that weren't always clear. Then they selected a city, then a specific location, all before seeing if spaces were even available.


We mapped out the current user journey and identified multiple points where unnecessary complexity created friction. The system asked for team member details individually rather than just the number of seats needed. For conference bookings the time slot selection came after space selection, meaning users might fall in love with a space only to find it unavailable on their desired time slot.

Phase 3: The Redesign

New booking workflow

With research complete and insights synthesized, we began the actual redesign.


The new workflow compressed eight steps into four intuitive stages. First, the system auto-detected user location and immediately showed available workspaces nearby. Users could adjust the location if needed, but smart defaults eliminated friction for the majority. Second, users browsed and selected spaces with rich visual previews and key information visible at a glance. Third, they specified their needs, dates, number of seats, and duration with intelligent suggestions based on availability. Finally, a streamlined payment process with saved preferences and one-click options for returning users.

With research complete and insights synthesized, we began the actual redesign.


The new workflow compressed eight steps into four intuitive stages. First, the system auto-detected user location and immediately showed available workspaces nearby. Users could adjust the location if needed, but smart defaults eliminated friction for the majority. Second, users browsed and selected spaces with rich visual previews and key information visible at a glance. Third, they specified their needs, dates, number of seats, and duration with intelligent suggestions based on availability. Finally, a streamlined payment process with saved preferences and one-click options for returning users.

With research complete and insights synthesized, we began the actual redesign.


The new workflow compressed eight steps into four intuitive stages. First, the system auto-detected user location and immediately showed available workspaces nearby. Users could adjust the location if needed, but smart defaults eliminated friction for the majority. Second, users browsed and selected spaces with rich visual previews and key information visible at a glance. Third, they specified their needs, dates, number of seats, and duration with intelligent suggestions based on availability. Finally, a streamlined payment process with saved preferences and one-click options for returning users.

Mobile-First Design Approach

On-demand Landing Page

The On-demand landing page aims to educate new users about the service. It also offers a quick glance at the available locations.

Workspace Listing Page

All three offerings are accessible from the same page and offer the same booking experience. New and repeat customers are shown nearest and previously booked location.

Workspace Details Page

A single unified booking page means that the user can book Day Passes, Bundles and Conference Rooms in the same flow. If a user selects more than three daypasses, they are encouraged to try the Day Pass Bundle option which allows flexible dates.

Conference Room Booking

The conference room booking logic was reworked for better efficiency. Earlier, the user had to select the day, duration and the cabin to check for time slot availability. Now, the user can choose day, duration and preferred timeslot and see all available cabins meeting the requirements.

Payment and Confirmation

The billing page now shows a detailed summary with the option to edit, instead of the external payment gateway summary. The confirmation page now encourages users to update KYC to streamline easy check in, share daypasses with coworkers and add coworker details. This removes the friction earlier, where the users had to fill all these details before checking out.

Results

The On-Demand product was the primary engine for WeWork's explosive growth in the 2023 fiscal year. Revenue from this single offering surged by 197%, growing from ₹81.9 million to ₹243.0 million. This established On-Demand as a critical customer acquisition tool and was the main driver behind the increase in total membership revenue during that period.


This success also highlights On-Demand's role as a vital feeder for higher-value products. In the following year, a decrease in On-Demand revenue was noted as these users "graduated" to leasing fixed workspaces, proving the model's effectiveness in converting flexible users into long-term customers.

The On-Demand product was the primary engine for WeWork's explosive growth in the 2023 fiscal year. Revenue from this single offering surged by 197%, growing from ₹81.9 million to ₹243.0 million. This established On-Demand as a critical customer acquisition tool and was the main driver behind the increase in total membership revenue during that period.


This success also highlights On-Demand's role as a vital feeder for higher-value products. In the following year, a decrease in On-Demand revenue was noted as these users "graduated" to leasing fixed workspaces, proving the model's effectiveness in converting flexible users into long-term customers.

The On-Demand product was the primary engine for WeWork's explosive growth in the 2023 fiscal year. Revenue from this single offering surged by 197%, growing from ₹81.9 million to ₹243.0 million. This established On-Demand as a critical customer acquisition tool and was the main driver behind the increase in total membership revenue during that period.


This success also highlights On-Demand's role as a vital feeder for higher-value products. In the following year, a decrease in On-Demand revenue was noted as these users "graduated" to leasing fixed workspaces, proving the model's effectiveness in converting flexible users into long-term customers.

197 %

Increase in On-Demand Revenue in FY 2023

Increase in On-Demand Revenue in FY 2023

₹243 M

On-Demand Revenue in FY 2023

On-Demand Revenue in FY 2023

I'm Navin Thomsy, a multidisciplinary product designer with a unique perspective shaped by my background as an Indian third-culture kid who grew up in Muscat, Oman. This upbringing in a multicultural environment instilled in me a deep-seated empathy and a curiosity for understanding diverse human needs, which I now channel into my design practice. My work is inherently forward-looking, driven by a passion for exploring and building with frontier technologies like generative AI and extended reality.

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Contact

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Resume

Navin

Thomsy

© 2025 Navin Thomsy

I'm Navin Thomsy, a multidisciplinary product designer with a unique perspective shaped by my background as an Indian third-culture kid who grew up in Muscat, Oman. This upbringing in a multicultural environment instilled in me a deep-seated empathy and a curiosity for understanding diverse human needs, which I now channel into my design practice. My work is inherently forward-looking, driven by a passion for exploring and building with frontier technologies like generative AI and extended reality.

Socials

LinkedIn

Instagram

Contact

Email

Resume

Navin

Thomsy

© 2025 Navin Thomsy

I'm Navin Thomsy, a multidisciplinary product designer with a unique perspective shaped by my background as an Indian third-culture kid who grew up in Muscat, Oman. This upbringing in a multicultural environment instilled in me a deep-seated empathy and a curiosity for understanding diverse human needs, which I now channel into my design practice. My work is inherently forward-looking, driven by a passion for exploring and building with frontier technologies like generative AI and extended reality.

Socials

LinkedIn

Instagram

Contact

Email

Resume

Navin

Thomsy

© 2025 Navin Thomsy