Asking the right questions: Lessons from gender-inclusive design in healthcare

Asking the right questions:

Lessons from gender-inclusive design in healthcare

 By Caitlin Gebhard – Senior Content Strategist

Content warnings: harm to members of the LGBTQIA+ community, trauma, suicide

As Pride Month celebrations begin to wrap up, we take this moment to remind ourselves that acknowledgement, respect, and celebration of the LGBTQIA+ community shouldn’t end. Nor should our work to improve the lives of the queer community.  Across the US, there is a growing wave of new efforts to minimize, and in some cases actively harm, queer, trans, Black, POC, disabled, and other marginalized people. Through our work in design and in industries across the globe, we can start to change the tide and make positive change for everyone.

Today, we focus on the LGBTQIA+ community. We’ll share how we can use inclusive design to continue our acknowledgement, respect, and celebration of people along the gender and sexuality spectrum all year long.

Our understanding of gender is changing. The American Medical Association (AMA), the American Academy of Pediatricians (AAP), the American Psychiatric Association (APA), and others define gender as more than a binary. Gender is best understood as a spectrum of different ways we can think about ourselves, our roles in society, and how we represent ourselves and interact with the world. Some people identify as men or women, but there are myriad genders that don’t fit neatly into those labels.

Many people who exist outside of the gender binary identify as LGBTQIA+. This acronym encompasses the broad range of gender and sexual identities other than straight and cisgender, including: Lesbian, Gay, Bisexual, Pansexual, Transgender, Genderqueer, Queer, Nonbinary, Intersex, Agender, and Asexual people.

Information about gender identity can help drive better personalization outcomes, address erasure, and improve diversity and equity in many other sectors, from fashion to education and beyond – all of which contribute to the wellbeing of the LGBTQIA+ (or queer) community.

But when we ask people about their gender, such as during enrollment or onboarding experiences, we need to pay attention to how we ask for it. Many people will identify with one of the ubiquitous male/female options. When they don’t, it can be a hurtful indication that this experience wasn’t designed for them.

The way we ask about someone’s gender is particularly important in healthcare. Our mental and physical wellbeing are, in many ways, closely tied to the complexities of our identities. By collecting gender information in an inclusive way, institutions can provide more accurate and effective health care services.

Regardless of the products and services we provide, we can look to the healthcare industry to help us reframe the conversation on gender and design. The conversation isn’t always easy. Building inclusive design practices can be challenging. But with recipes to help ground our work in community-based, proven best practices, we can start to do better.

“Queer”

“Queer” is an umbrella term often used to describe sexual preferences, orientations, and habits of people outside the cisgender, heterosexual, and monogamous majority. But queer is complicated. This word has been used as a slur to insult, belittle, and harm LGBTQIA+ people throughout history. Today, many LGBTQIA+ people are reclaiming the label, and in younger generations, even favoring it. Queer is used to express that gender and sexuality are complicated. They might not always fit into labelled identities, and they may evolve over time. “Queer” is used as a political identity and a community-building affirmation. More and more, it is considered the most respectful and inclusive way to refer to people with diverse genders and sexualities.

As with all labels and descriptions, asking individuals about their preference, particularly regarding words with complicated histories, is important. This article uses “queer” to encompass and respect the vast range of gender identities and sexualities beyond the majority.

The Queer American Landscape

The percentage of Americans who identify as queer is rapidly increasing, particularly in younger generations. According to recent Gallup polls, 7.6% of U.S. adults identify as lesbian, gay, bisexual, transgender, or something other than straight or heterosexual.[1] For younger generations, the numbers are higher: roughly 22% of Generation Z Americans who have reached adulthood – those born between 1997 and 2012 – identify as LGBT.

Pew Research also revealed that 1.6% of U.S. adults identify as trans or gender-nonbinary. For adults younger than 30, the population is more than 5%.


[1] While this survey included transgender in a grouping of sexualities, we understand that transgender is a gender label and is not a sexuality.

While some queer people are thriving and finding new ways to support and celebrate their community, many others face myriad hardships. Queer, particularly transgender, people are more likely to experience unstable housing, underemployment, wage disparities, limited access to healthcare, and discrimination and violence at school, at work, and at home. The prevalence is even higher for people who are Black, People of Color, and/or disabled.

Queer Health

Queer people also experience a host of health disparities, including undiagnosed or untreated diseases, lack of gender-affirming care, lack of health insurance, under-representation in medical research, and even face-to-face discrimination and harm in healthcare settings.

Queer people are also more likely to experience certain physical health issues, often related to the stigma and discrimination they experience in their daily lives. Unfortunately, some health issues pose unique risks to queer people and queer bodies. For example, while tobacco use is more prevalent in the queer and transgender community, smoking is a particular risk for transgender people who take estrogen, as the combination increases the chances of blood clots.

Studies also show that lesbian, gay, and bisexual adults are twice as likely as heterosexual adults to experience a mental health condition. Transgender adults are nearly four times as likely. This is especially true for LGBTQ+ youth, who consistently report significantly higher rates of depression and suicidal ideation than their straight and cisgender peers.

Access to Healthcare

Health concerns are partly caused by the mistreatment and discrimination queer people experience when trying to access healthcare. According to the 2022 Health Equality Index Report, more than half of queer respondents reported that they had experienced at least one type of discrimination, from being refused care to being verbally harassed.

A resurgence of anti-queer hostility and rhetoric across the U.S. political landscape is making things worse. 2024 marks the fifth consecutive record-breaking year for anti-trans legislation, targeting education, legal recognition, and the right to publicly exist – with an escalating focus on healthcare. Last year, 86 anti-trans bills passed in 24 states, 23 of which create significant barriers to gender-affirming care. As of June 2024, an unprecedented 61 bills are being considered at the federal level.

These experiences have driven a great distrust in the healthcare system. Studies show that some queer people avoid seeking healthcare out of concern that they would face discrimination or poor treatment. In one report, 73% of transgender respondents and 29% of lesbian, gay, and bisexual respondents reported that they believed they would be treated differently by healthcare providers because of their identity.

Progress

But there has also been significant progress. The number of healthcare institutions that embrace and make progress on queer equality is growing. Institutions are working to build safer spaces and more culturally sensitive services. When providers demonstrate knowledge of and sensitivity about queer communities, queer patients are more likely to build trust and establish relationships and practices that support their health.

Best Practices: Learning from healthcare

Grounded in research and collaboration with the queer community, healthcare institutions have developed best practices for asking people about their gender identity and sexual orientation. Collecting this information not only helps to provide culturally sensitive and effective treatment, but also helps to end queer erasure in health care and to measure quality and progress in eliminating disparities.

We’ll explore recommendations and best practices for patient intake, enrollment, and digital health experiences. For some organizations, these recommendations may be a first step to developing queer inclusive practices. They can help us better understand the nuances of gender, the queer experience, and how we can best support people of all genders, within the healthcare industry and beyond.

Collecting information

Choose your words carefully.

The U.S. Substance Abuse and Mental Health Services Administration (SAMHSA) strongly urges providers to use appropriate language in their practices and policies. This can help providers and their patients build a more trusting, effective relationship – and help patients get the care they need.

As with any population, it is important to talk to and about queer people in the way that they want to be referred to.

In general, avoid gendered language. Use singular “they” instead of “he/she” or “s/he”. Consider using “people” or “people of all genders” instead of “men and women”, as appropriate.

Neutral language can also help us check our assumptions about queer identities. For example, instead of “transgender men and women,” say “transgender people.” Not all transgender people are (trans) men or (trans) women; in fact, about one-third of trans people are non-binary.

Additional best practices:

PreferredAvoid
Assigned male/female at birth
Raised as a boy/girl
Biological gender / sex
Biological female / male
Different sexOpposite sex
Gender transition
*Not synonymous with sexual reassignment
Sexual reassignment
Gender-affirming care
Transition-related medical care
Sex change
PronounsPreferred pronouns
Sexual orientationLifestyle
Sexual preference
Trans / transgender woman
Trans / transgender man
Trans / transgender people
Transfeminine
Transmasculine
Male-to-female, female-to-male Transgendered
Transsexual
Transvestite
Transgender people, transgender man, transgender woman Transfeminine
Transmasculine
Transgendered
Not out
Out
Closeted
Openly gay

For more comprehensive guidance, see:

Collect multiple data points.

Many healthcare institutions recommend collecting information about someone’s gender using a set of multiple questions, for example:

  • Current gender identity
  • Sex assigned at birth
  • Trans identity or experience

It is essential to ask a range of questions about someone’s identity while also providing a diverse and inclusive list of gender identities to choose from.

While some people assigned a different gender at birth refer to themselves as transgender, others do not. Many use the labels “trans men” or “trans women.” Others may be a combination of genders or outside of the male/female binary altogether (e.g., nonbinary, genderqueer, agender, etc.). Nonbinary people may or may not also identify as transgender.

By asking about current gender identity, sex assigned at birth, and trans experience, organizations can better understand the full range of an individual’s needs – such as anatomically appropriate preventive screenings – and provide more accurate and effective services.

Example from Fenway Health

An alternative way to separate transgender from the binary of man/woman is to list the transgender option separately, and allow for multiple selection:

  • Female/Woman
  • Male/Man
  • Transgender
  • Nonbinary, genderqueer, Two Spirit, or not exclusively male or female
  • Another gender ______

If you need to use the binary…

You may need to include a question that only offers the binary male/female option. For example, your databases or a third-party partner, such as an insurance company, may not collect or be able to integrate more diverse data.

This type of question should be additional and separate and include an explanation of why it provides only the two options. In the following two examples, the healthcare institutions also acknowledge that the question does not align with their own inclusive practices, which may help mitigate any discomfort with this question.

Create space for unlisted genders.

Some people may feel overwhelmed when presented with a long list of gender options. But excluding some gender identities can cause harm – and introduce inaccurate data.

When providing a shorter list of options, as above, include space for someone to write-in their gender identity if it is not listed explicitly on the form. Be sure to phrase this option without using “other” (e.g., “other gender”). This language explicitly others people who fall outside of the acknowledged genders on the form. Instead, label the field with “another gender” or something similar.

Allow more than one selection.

Gender identity is also fluid and may be described in different ways. A transgender person may be trans as well as nonbinary. Someone may identify as man, woman, and genderfluid.

When asking about someone’s gender identity, let them select multiple options.

Ask for name and pronouns.

In addition to asking about someone’s gender identity, healthcare organizations suggest asking for their pronouns and their current name or alias. In healthcare settings and in general, routinely using a name or pronoun that doesn’t match someone’s current identity (i.e., their “deadname”) is stigmatizing and can create a more hostile environment.

Note that someone’s pronouns aren’t their preferred pronouns; they are simply the pronouns that someone uses. They also aren’t inherently tied to gender identity or biology. Avoid describing pronouns as:

  • preferred pronouns
  • masculine/male pronouns
  • feminine/female pronouns
  • non-binary pronouns

The CDC recommends listing the most common pronouns and leaving space for people to write-in their own if they aren’t listed (e.g., neopronouns):

  • He/him
  • She/her
  • They/them
  • Not listed:______________________

Collect anatomical information with care.

Someone’s gender identity doesn’t necessarily reveal details about their anatomy – an important consideration when providing healthcare. If you need to collect this information, the Healthcare Equality Index recommends explicitly and inclusively collecting anatomical information (e.g., “organ inventory”).

Using neutral language helps us ask about someone’s body with sensitivity and respect. It also helps us check our assumptions about gender and biology. For example, not everyone who can get pregnant identifies as a woman or a mother—just as not everyone who identifies as a woman or a mother can get pregnant. Instead, healthcare providers and others should use more generic or broad terminology, such as “people who can become pregnant”.

Being sensitive about someone’s body and anatomy isn’t just about respect. People with gender dysphoria may be deeply triggered when gendered language is used to describe their body, particularly reproductive anatomy. Instead, use more generic terminology (e.g., genitals, reproductive organs, chest) instead of gender-loaded words (e.g., vagina, penis, breasts).

Make it easy to change.

Gender is fluid, and someone’s understanding of their own identity can change over time. Their name and pronouns might change. They may make changes to their anatomy. But expressing and sharing these changes can be challenging – and traumatic – in many areas of someone’s life.

In healthcare and other spaces, make it easy for someone to change their record or profile as their life evolves.

Transparency

If you need it, explain why.

For healthcare settings, collecting gender, orientation, and anatomy information is critical to providing effective, patient-centered care to queer patients. This information can be important in other settings and industries, too.

However, we need to ask ourselves why we need this information and communicate those reasons to our audience:

  • Are you monitoring diversity and acting on the data?
  • Are you determining if they are eligible for services?
  • Are your required to communicate this information to a third-party (e.g., insurance company)?
  • Is it for segmenting personalized services?
  • Is it for marketing and communication purposes?

Be honest about what you’re asking and why. This transparency is an important step towards providing a safe experience and fostering trust between individual and organization.

Make it optional.

Even if you explain why you’re asking questions about someone’s identity, some people may still have (valid) concerns about the data collection. They may wonder:

  • Will there be consequences if they answer incorrectly (e.g., they didn’t find the right label on the form)?
  • Will they be outed somehow? (i.e., will their identity be made public?)
  • Will this information lead to discrimination or harm?

Your audience knows better than you if it’s safe or appropriate to disclose their identity in certain contexts.

If this data isn’t critical, make questions about gender identity and sexuality optional.

If you don’t need it, don’t ask.

If you don’t know why you’re asking questions about someone’s gender, or if the information will not be used to benefit the user, then don’t ask.

Privacy

While gender and sexuality are not considered PII (personal identifiable information, protected by law), this information is sensitive and should be kept confidential. Let individuals know who will have access to that information and how the data will be protected.

These assurances are particularly important for the safety and trust of transgender people. Research shows that when asked to provide information about their identity, transgender individuals required much more information about the level of confidentiality of data before they would consider answering those questions. While some queer people are “out” and have made their identity public, others may be deeply concerned that they would face discrimination if their identity or experience was inadvertently revealed.

Safety

The confidentiality of gender and sexuality information is even more critical for queer people of certain cultures. There are parts of the world and cultures where discrimination against queer people is dangerous. Some countries block online search terms like ‘gay’ or ‘lesbian’. In other countries, being queer is condemned, criminalized, or even punishable by death. It is no wonder that some queer immigrants and refugees to the U.S. do not identify themselves as queer because the consequences could be dire in their home country or culture.

It is important to note that significant stigma, ostracization and violence against queer people still exist in certain communities of the U.S. too.

Consider your visual design.

When we consider queer inclusivity in our designs, we need to approach it from a perspective that protects people who may face significant consequences if their identities are revealed. Designers must carefully consider overtly queer-focused visual design (e.g., rainbows) and inclusive messaging with a sometimes-necessary covert experience.

Provide escape routes.

Some wellbeing organizations provide a quick and easy way to leave their website if someone feels that viewing the site is no longer safe. For example, if a person who feels unsafe revealing their identity is browsing the Trevor Project website – a crisis support resource for trans and queer young people – and their parent walks into the room, the young person can immediately and covertly close the website using keyboard shortcuts. The Trevor Projects communicates this option as soon as someone visits their site.

The Trevor Project

Listen, learn, and support.

Inclusive design is more than choosing words and components, but also empowering the people we aim to support throughout the design process itself. Talk directly with queer people from diverse backgrounds and experiences. Continually collect feedback as you maintain and iterate on your designs. When you can, enable and support queer people as they take the lead on finding and implementing solutions for the needs of their communities.

Queer-inclusive design isn’t easy. As society continues to evolve, we need to adapt our approach to design along with it. Understanding what needs to change cannot happen alone. Instead, we can turn to community experts, design leaders, and organizations who have already started evolving their inclusive design practices. More importantly, we can listen to the experiences and expertise of the queer community directly – and working together, adapt and implement inclusive best practices together. When we acknowledge, respect, and actively support queer people in our designs – for healthcare and beyond – we can make the world healthier and safer for everyone.

“The views and opinions expressed in this content are those of the author and do not necessarily reflect BORN’s official policy or position. Any content provided by our authors or speakers is their view, and they are not intended to malign any religion, ethnic group, club, organization, company, individual, or anyone else.”

The Role of Generative AI Revolutionizing Software Testing

How to Boost Your E-Commerce Sales This Easter

Crack the Code:

How to Boost Your E-Commerce Sales This Easter

Easter. It may well be the most important holiday of the year for Christians, but it is also the season for all kinds of celebrations – a time of renewal, hope, and optimism as winter gives way to spring and all the excitement and fun of warmer weather. Celebrations inevitably mean marketing opportunities. Last year Easter-related E-commerce spending reached a staggering $24 billion in sales – an average spend of $192 per shopper. Given today’s robust economy, we expect even better Easter season results in 2024.

As with every holiday season, there’s an obvious retail connection for traditional Easter items ranging from holiday cards to the vast assortment of seasonal candies and gifts. But every holiday season also represents a great chance to market seemingly non-related items. Think spring cleaning, home improvement, vacation planning, and the whole world of outdoor activities. Easter and springtime represent an ideal occasion to ramp up all relevant marketing opportunities.

We’ve got some ideas to help you invigorate your marketing and merchandising efforts during the Easter season, but remember that Easter, like Christmas, is both a religious holiday and a secular one. So whatever you do, be thoughtful and respectful with your marketing messages and strategies. (The safe approach is to stick to the more secular associations of Easter.)

Evoke the season throughout your online presence.

Create an enticing atmosphere that resonates with the holiday spirit to heighten anticipation among your audience. This might be as simple as using Easter-themed imagery across all your digital platforms or as ambitious as creating a lot of new themed content for your homepage, social media channels, blogs, ads, landing pages, and even your SEO strategy. If you can ramp things up even more, look for new ways to differentiate your Easter theme from that of your competitors. (In other words: think beyond the Easter bunny and Easter eggs.)

Create a sense of urgency.

Easter is a big holiday season, but a lot of shoppers will procrastinate – and online shopping nearly always requires some degree of lead time. So instill a sense of urgency among customers through, for example, countdown timers and by leveraging social proof techniques. Highlight your delivery capabilities and incentivize early shoppers with special offers or discounts. You’ll lose the sale if the buyer can’t be confident of delivery before Easter Sunday. You might also create compelling digital products to satisfy the last- minute shopper.

Craft irresistible Easter offers.

Develop exclusive and clever promotions and discounts tailored to the season using messaging that’s relevant and meaningful to your audience. Countdown deals, themed product bundles, and complimentary gifts are always good ideas for compelling offerings. Again, strive for differentiation by connecting Easter and spring themes to your product or market space.

Leverage social media.

Actively engage with your target demographic– particularly the 18 to 34 age group – on social media platforms using Easter-centric themes and messaging. Holidays almost always connect to childhood, so tap that nostalgic feeling with interactive initiatives like virtual egg hunts, contests, and quizzes. Harness the power of hashtags to further to broaden your social media efforts – with plenty of lead time to facilitate conversion. If possible, collaborate with relevant influencers to amplify your social media presence and cultivate even more engagement.

Boost average order value with thematic bundles.

Another tried-and-true merchandising tactic is to encourage higher spending by curating Easter-themed (or springtime-themed) product bundles. Remember that holiday shopping is very different from “normal” shopping, and customers are primed to spend if they find a compelling offering. A well- crafted bundle that embraces and reflects Easter season traditions (or creates new ones) is a great way to enhance your revenue potential.

Optimize email marketing.

Of course, you’ll use email campaigns to promote your exclusive Easter season offers. Work hard to infuse them with the full spirit of this time of year to enhance the success of your promotions, but also work hard to make them stand out from all the Easter-themed emails your prospects are undoubtedly receiving. Holidays are a particularly good time for employing dynamic elements like GIFs and animations that engage consumers. Personalize your emails to forge a more intimate connection with customers while ensuring clarity about your offers. Remember, too, that while a seasonal promotion may have different imagery and messaging, consistent branding is still important to your long-term success. It should always be clear that your emails, no matter how seasonal or topical, are clearly your emails.

Ensure your website is ready.

Holidays like Easter represent good opportunities to make sure your online infrastructure is ready for heightened volume. While you’re planning your offerings and promotion, optimize your website speed and functionality. Enhance product presentation with high-quality images and differentiating descriptions. Prioritize mobile optimization to cater to the growing demographic of mobile shoppers and to ensure a seamless and intuitive user experience across all channels and devices.

By eliciting a sense of renewal and optimism, Easter and springtime may be uniquely compelling in terms of their thematic importance. If you can complement and amplify those feelings with your marketing efforts this year, you and your customers will be well-rewarded.

Color & Your Brand: Be Recognized and Be Remembered

Color & Your Brand: Be Recognized and Be Remembered

By Nandhini Mehra, VP of Brand

On March 25th*, Indians around the world will celebrate Holi, a joyous occasion that marks the end of winter, the arrival of spring, and the triumph of good over evil. Holi revelers make music and dance and eat, but most famously, they daub each other with bright colors in what must be one of the most visually spectacular holidays in the world. Indeed, this Hindu holiday is often referred to as the “Festival of Colors.” Red, for example, may symbolize love and passion. Yellow suggests knowledge, prosperity, and happiness. Green represents the new beginnings associated with spring. As Holi celebrants know, color has meaning.

Consciously or unconsciously, all of us make decisions every day based on our relationship with color. We form associations and attach meanings to specific tints and shades; color can evoke visceral, emotive responses. If you manage a brand, you wrestle with the meaning and importance of color because you know that color is essential to your brand identity.

But how, exactly, is it essential? And much more importantly, how do you choose the right palette? It may seem like an impossible task given the wide range of possible emotional responses to color and the equally wide spectrum of a color’s cultural nuances. And here’s the reality: there is no single correct formula or approach, but you can make better choices by understanding color psychology and its effect on branding – and by having a clearly articulated vision for the brand you’re building.

Start With Emotion & Color Psychology

Whether you’re building a new brand or refreshing an existing one, you start by thinking about the emotional response you want to elicit and build the brand palette around that. Are you aiming for a sense of playfulness and fun? Or luxurious and sophisticated? Perhaps boldness and dynamism are central to your vision. A carefully crafted color palette will be a key component of your brand identity, and the colors you choose must support that.

Color psychology is a great place to start. This evolving discipline is based on the reality we can all acknowledge: that, as research has shown, personal experiences, upbringing, and preferences for colors can subconsciously affect the human brain, triggering neurochemical reactions as well as emotional responses. But that’s just one half of the equation. Color psychology also delves into the cultural meanings of colors. To cite just one example, green is associated in the West with nature, luck, and prosperity, while in some Asian cultures, green represents exorcism and infidelity. Being cognizant of these well-established cultural nuances can help you avoid ill-considered choices.

Color psychology won’t give you the precise answer, but it can help you understand and refine your choices.

Understand Trendiness but Focus on the Long-term

Color psychology focuses on how colors work and what they mean based on actual physiological responses and cultural norms. But color also has an element of timeliness: What is cool and on-trend today?

Last year, Pantone’s “Color of the Year” was “Viva Magenta 18-1750,” a shade that “vibrates with vim and vigor” and “revels in pure joy, encouraging experimentation and self-expression without restraint,” according to the global authority on color. This year, the Color of the Year is PANTONE 13-1023 Peach Fuzz. Pantone asserts that Peach Fuzz “captures our desire to nurture ourselves and others. It’s a velvety gentle peach tone whose all-embracing spirit enriches mind, body, and soul.” 

I am quite confident that Pantone is as good as anyone at distilling the current cultural zeitgeist into a single hue, and no doubt they have reams of research and tons of smart people to back their findings up. But I have my doubts about whether this is particularly useful to the brand manager. Remember that trends are fleeting – as even a casual look at the last several “colors of the year” will attest – and focusing on what’s popular today can mean you’ll be heading toward a swift rebrand tomorrow.

As Rebecca Kowalewicz, Vice President of Digital at Clearbridge Branding Agency, said, “Color is not just revolutionary; it’s evolutionary – a kaleidoscope of cultural connotations constantly turning in an ever-changing zeitgeist of perception and trends.”

Understand Your Brand First

I hope it’s clear that I value the insights of color psychology and it’s always at least a little useful to know what’s hot in the world of colors – but I believe neither will fully solve the challenge of developing a new brand palette (or a rebrand). 

Here’s what to do instead. Start by articulating, well and thoroughly, the intent and persona of your brand and, as mentioned above, the emotional resonance you want to convey. Evaluate companies in your competitive space and decide how you want to differentiate your brand. Then choose three colors – a primary base, a secondary accent, and a tertiary neutral tone – that (a) reflect all your inputs and (b) can be applied to the full spectrum of communications opportunities you face. The goal is not to be trendy but to use a palette that makes sense for your audience, your strategy, and your brand.

Getting the palette right is a big challenge, but perhaps an even bigger one is to apply that palette, consistently and thoughtfully, fully: on your website, in all advertising and marketing efforts, on social media, and in packaging and signage. The goal, of course, is to develop a cohesive visual language – a strong, memorable, and resonant visual identity – which in turn improves your brand recognition and deepens engagement, sometimes dramatically. 

Another important consideration for brand palette decisions is accessibility. About 300 million people around the world – about 8% of men and 0.5% of women – have a color vision deficiency. Developing an accessible palette shows that your brand is conscious and inclusive. One aspect of this is ensuring your palette has enough contrast between background and foreground colors. In today’s day and age, this is a very straightforward accommodation to make with several online tools that help ensure compliance.

Color Should Set You Apart

We all believe that color is important in shaping a consumer’s view of a brand, and research backs this idea up. Indeed, according to a Secretariat of the Seoul International Color Expo study, “84.7 percent of the total respondents think that color accounts for more than half among the various factors important for choosing products.”  But finding the right color is never going to be easy because colors are packed with meaning and nuance and our response to color is complex, determined by a hard-to-fathom mixture of subconscious preferences, emotional connections, and cultural experiences. By all means, study color psychology and evaluate what’s going on in the world of color. But at the end of the day, work very hard to understand your brand’s persona and mission so that your color palette is based on something unique to your enterprise. Then turn that small set of carefully chosen hues into a unifying, meaningful, and central part of every component of your presence.

Do this well, and your color palette becomes an integral piece of your brand and its potential for success.

*This date varies every year, depending on the Hindu calendar.

To continue this color conversation or to chat about all things branding, feel free to reach out. If your brand is looking for enhancement, BORN would be happy to walk you through our creative approach.

Service Marketplaces: A Business Blueprint

Service Marketplaces: A Business Blueprint

By Ramy Youssef, SVP & Global Head of Marketplaces, BORN Group

Just as online marketplaces have reshaped the way people buy and sell tangible products, digital service marketplaces are revolutionizing the way people and companies buy and sell services.

Marketplaces like Upwork and Fiverr have made it possible for businesses to source talent for writing, design, and data entry and for consumers to find resources for small tasks. Online service marketplaces are already substantial—but they have only scratched the surface of the opportunity.

What makes for a successful service marketplace? At one level, success looks a lot like a great product marketplace. A solid service marketplace will feature a strong array of offerings, enable sellers and buyers to find each other, and facilitate fast, reliable, and safe transactions. But successful service marketplaces require special considerations, capabilities and functionalities.

First, marketing and selling services is more complex than selling products. To be a good service marketplace provider, you need a deep understanding of the complexities of service offerings, definitions, and modeling. For example, most service marketplaces operate using one of two models: a bidding model, where providers compete for work with tailored proposals, or a direct hire model, which enables clients to choose a provider based on detailed profiles and explicit service offerings. The platform must have the ability to manage those complexities with your technology architecture.

Second, trust and transparency are critical to any kind of marketplace, but they are even more important for service marketplaces, which means that functionalities like provider ratings and customer feedback are paramount. You’ll need a system capable of managing reputation to ensure marketplace integrity, inform buyer decision-making, and foster public accountability.

Finally, successful service marketplaces tend to be more specialized. A more niche approach is generally better, particularly for higher-end services. Most clients seeking services will gravitate towards a marketplace with a high degree of focus, which makes it easier for them to find the precise set of skills they require and gives them more confidence in the process.

The Blueprint: Getting Started

You start by recognizing how a product marketplace differs from a service marketplace. Product marketplaces require merchants, products, and logistics from ordering to fulfillment. Service marketplaces require service providers and service execution, which is more complex:

  • Services involves more significant time considerations including the business/operating hours of the provider, expected response time, lead time and scheduling, and the time required to deliver.
  • Services generally involve multiple variants that must be considered for each engagement, such as seasonality, geography/geofencing, and product requirements, all of which make service modeling much more complex.

So when designing, building, and managing a service marketplace, you need to focus on the following elements and best practices to deliver a quality experience and optimal performance:

1. Clear Service Definition and Modeling

As noted, service engagements involve a web of complex variables, including the diversity of service models (discrete services, rentals, subscriptions, and provisioning) and demand a more sophisticated system for matching clients with providers and managing their interactions. This means that service definition and modeling is paramount to the creation of a successful service marketplace. Understanding the dynamics of service time mapping and conversion, especially for national service providers, is vital.

Best practices include:

  • Build a proficient team: You’ll want a team with experience in the complexity of service modelling.
  • Consistency in the business model: Another component of the partners you choose is ensure some degree of consistency in terms of the services they offer. It’s difficult, and may be impossible, to customize the service model for each provider, and buyers want to be able to make meaningful comparisons between service providers.
  • Matching algorithms: A successful service marketplace will use AI and data analytics to create robust algorithms that successfully match customers with appropriate service providers.
  • Clarity and confidence: To build lasting client engagement and satisfaction, you’ll want to ensure clarity in terms of the offering and confidence in terms of delivery and execution. When terms are convoluted or uncertain, clients may simply hesitate to engage at all.

2. Attract and Support the Best Service Providers 

This is clear and obvious: You need excellent service providers to make your service marketplace successful. So choose your partnerships wisely to ensure quality and efficiency, prerequisites for building trust. Remember clients will use your marketplace because they trust you as an operator to enable them to find good providers. It also means you should design your marketplace platform in a way that makes the best service providers want to use it.

Best practices include:

  • Automate the onboarding process: A smooth and efficient onboarding process can make or break the service provider’s experience. You’ll want to streamline the onboarding journey with automated checks and a minimal number of steps without compromising on the rigorousness needed for trust and safety on the platform.
  • Meet the needs of large service providers: In many marketplaces, larger providers are better, so your service marketplace model should be able to handle an intricate configuration of multiple entities under the same provider banner. A large provider will typically need to maintain distinct profiles for different locations and different service tiers, each with its unique pricing, availability, and offerings.
  • Subscription and payout structure: Most service marketplaces will need to be able to support single-transaction services as well as subscription-based models with recurring monthly orders. Automated subscription setups have to be carefully designed to manage first order fee, recurring fees, and the associated payout calculations. 
  • Payout system: It’s crucial to establish a transparent and reliable payout system that can handle various scenario (such as mid-cycle changes, refunds, or service credits) to maintain provider trust and satisfaction.
  • Robust scheduling functionality: Marketplaces need to be flexible, giving providers the tools to indicate their availability accurately while ensuring that customers have access to timely services. A dynamic scheduling system that can handle real-time updates and can integrate with providers’ external calendars is a key component of a successful marketplace.
  • Allocation: Most service marketplaces operate on a “first in, first served” (FIFS) booking principle, which can potentially lead to scheduling conflicts and overbooking if not managed properly. Providers must be able to list all their available slots while the marketplace must possess the capability to prevent double-bookings. Well-executed and reliable scheduling is a key component of a positive experience for providers and customers.
  • Regulatory and compliance: We noted earlier the incredible importance of trust when it comes to service marketplaces. Marketplaces should invest in automated verification systems that can efficiently validate (initially and as needed) the credentials of providers. A good service marketplace must be able to ascertain and uphold licensing requirements and industry-specific regulations—configured for every service provider and offering—to mitigate risks and ensure marketplace integrity of the marketplace. 
  • Incentive strategy: Another key to attracting and retaining high-quality service providers—and boosting provider participation—is designing valuable incentives, such as waiving marketplace fees, a service provider success program, or ways to leverage the network effect. Incentives must be carefully designed to promote marketplace growth without sacrificing profitability.

3. Facilitate Service Execution

Clients expect services to be rendered promptly and competently. Hiccups in scheduling, delivery, or quality will tarnish a platform’s reputation and reliability. Furthermore, the marketplace must provide tangible proof of service completion that satisfies both the provider and the client, safeguarding against disputes and ensuring trust in the platform.

Best practices include:  

  • Effective bundling of services with products: The interplay between services and associated products can be complicated by factors such as inventory management, variable pricing, and service quality assurance. For example, consider a service marketplace providing home maintenance. When a provider needs physical products—say, a water filter—this adds a logistical complexity to service delivery. A good service marketplace should enable the creation of linked orders and allow synchronization across payments and returns. This integration reduces the risk of discrepancies and enhances the overall customer experience.
  • Encourage the use of the platform: You naturally want to encourage transactions within the platform by making it easy to change the scope of a service engagement. Direct engagements between service providers and clients (negotiated outside the platform) may be valuable in terms of personalized service delivery, they can result in missed revenue opportunities for the marketplace. So create mechanisms and incentives that make it easy to book additional services through the platform itself.
  • Enable stackable services: To capitalize on the time spent on service execution, marketplaces could allow for the stacking of compatible services, thus maximizing efficiency and customer value.
  • Service completion evidence: Platforms must establish a straightforward and accessible method for documenting and verifying the completion of services.
  • Quality assurance: Given the high premium clients place on consistent, high-quality service, marketplaces must implement strict quality control measures. This could include customer feedback systems.

Next Steps

Service marketplaces offer tremendous opportunities for platform operators who understand the nuances and best practices of service marketplaces. Start by thinking carefully about what the needs of the market you want to serve, then work on developing a technology architecture that provides the agility and scalability to go to market and—just as important—to evolve with that market. 

If your brand is looking to learn more about Service Marketplaces and BORN Group’s proven approach, we would love to walk you through it.

Download the Article

Digital Transformation & Airport Marketplaces: Redefining the Airport Experience

Digital Transformation & Airport Marketplaces: Redefining the Airport Experience

By Ramy Youssef, SVP & Global Head of Marketplaces, BORN Group

“Digital is no longer an afterthought addition to existing physical processes; it is becoming an intrinsic part of the airport brand.” — Chris Au Young, General Manager, Airport Authority Hong Kong

Every day, about one million people around the world are in the air — and every one of them spends time at one of the world’s 40,000-plus airports. Airports are already big business, and they are evolving rapidly thanks to privatization, visionary airport managers, changing consumer demands, and — perhaps most important — technology.

In fact, digitalization and experience transformation are taking airports even further as they evolve into fully connected, digitally-powered ecosystems, leading to better experiences for travelers and new opportunities for airport marketplaces.

Digitization and the Airport

In the early days of digital transformation, airports embraced digital technology to automate operations and processes, optimize passenger tracking and security, and leverage data and analytics for faster (and improved) decision-making and more effective management of energy and waste.

A key benefit was improvement in getting people on and off planes more efficiently and with less labor, which saw still further improvement with the onset of the “connected traveler” experience, enabling a much more seamless journey through security, gates, baggage claim, customs, and ground transportation — all the major components of getting passengers to their destinations.

Better operational efficiency and a more connected passenger experience means a better customer experience. When travelers are worried less about finding the gate and making the plane, they have more time for stress-free recreation and shopping. The textbook example of the potential of this investment may well be the Changi Airport in Singapore. As the New York Times put it, “many airports have spots that can delight, if you know how to find them. Changi, in Singapore, for example, is the superstar of airports, worth spending a whole weekend exploring.”

Today, digitization is being extended to airport marketplaces — with good reason. The millions of travelers who pass through airports each day represent a large, captive market — and a substantial opportunity to increase non-aeronautical revenues. The conclusions of two major consulting firms highlight the potential of the airport marketplace:

  1. In a September 2023 report on traveler satisfaction, J.D. Power and Associates said: “Satisfied travelers [are] spending more money at the airport: There is a direct correlation between overall passenger satisfaction and spending at the airport.”
  2. And according to Forrester’s CX Index, when an airport increases its customer experience score by one point, it generates an additional $3.39 in incremental revenues per customer.

An airport marketplace powered and transformed by digitalization can enhance the customer experience, improve gross merchandise value (GMV), and, ultimately, increase your return on investment (ROI) of non-aeronautical revenues.

Digitalizing the Airport Marketplace

When you transform the airport marketplaces into a digital marketplace, you are reinventing the airport retail business model. Digitalization improves multiple aspects of the customer experience:

  • Improved visual merchandising and more omni-channel experiences, in-airport, on the web, and via smartphone apps.
  • New possibilities for digital marketing, including predictive retailing, hyper-segmentation, and personalization: tools to attract and engage buyers by delivering superior information and unique offers to the right consumer at the right time.
  • Seamless integration of content and commerce: efficient cataloging of products and services and making it easier for buyers to find what they need and want.
  • New opportunities for non-aeronautical tenants, making it easier to attract, onboard, and retain them.

These CX improvements enables all kinds of new opportunities for growth. In just a single concrete example of the benefits of a digitally enabled marketplace, Glasgow Airport launched its own app and redesigned its website to improve the traveler experience and found that parking revenues from digital channels increased by 20%.

At BORN Group, we have helped airport retail operations level up by creating state-of-the-art web sites and smartphone apps — backed by a digital-first tech stack —that serve as guides and access points to everything available, from transportation and parking options to opportunities to shop, dine, and relax. While at the airport, flyers can be sent real-time, location-based, and appropriately customized recommendations. The app could, for example, direct a business traveler to the appropriate airline lounge and offer suggestions for a good meal. It could offer shopping,dining, and entertainment suggestions to vacationers or travelers with long layovers (including personalized duty-free offers for international travelers).

The Tech That Drives a Digital Ecosystem

Digital transformation to pave the way to a successful airport marketplace focuses on five distinct streams:

  • Enterprise technology: A scalable tech stack to enable enterprise commerce, deliver a high-end omnichannel user experience, and automate personalization.
  • Partner & ecosystem management: The ability to recruit and onboard the right sellers/partners efficiently and manage the entire ecosystem effectively to ensure that everyone – including passengers – benefits.
  • Retail products & services: Successful airport marketplaces require a modern technology infrastructure that supports retail shops, restaurants, and other consumer service providers. From a macro point of view, this means merchandizing, content strategy, and production at scale. 
  • CX management: The customer experience goals of the airport marketplace are similar to those of other marketplaces: multiple and seamless touchpoints for consumers to discover and transact with retailers. The difference is how these touchpoints are designed and delivered for air travelers in the context of the airport and each user’s needs and preferences.
  • Fulfillment and assurance: Getting products to consumers is critical to any marketplace, but airport marketplaces pose different challenges, like eligibility (say, for duty free passengers) and product delivery (while most products are delivered at the place and moment of purchase, some are delivered at the gate or the destination airport or shipped to the purchaser’s home).

Effectively addressing these components of the value chain enables airport marketplaces to meet the key factors for ongoing success:

  • Onboard enough sellers and the right kinds of sellers.
  • Embed the airport marketplace (and its brand) into the airport’s website and digital apps.
  • Display high-quality content and product data.
  • Build trust through transparency.
  • Automate processes wherever possible (particularly when it comes to personalization).

Case Study: A Leading Airport Marketplace

As an example of how digitalization can make a real difference in the success of an airport marketplace, consider the example of a leading airport, one of the largest transportation hubs in Asia that serves more than 100 airlines and more than 77 million travelers per year. Shopping at this airport involves more than 100 brands offering everything from luxury goods and high-end electronics to make-up and fashion to restaurants and convenience stores. 

The BORN Group was chosen as a technology partner to build a curated marketplace for the airport in ways that would enable business growth, align with the airport’s digital transition, enhance its reputation for exceptional customer service, and serve its tenants more effectively. 

We built a curated marketplace that delivered a seamless omnichannel digital experience across all brands. Key challenges included the following:

  • Airport stores tend to operate with limited stocks of products, so a real-time, reliable inventory management was a key component of this digital transformation.
  • The existing ecommerce platform was not robust enough to handle increased traffic in a secure fashion. 
  • Different brands have different content requirements and, typically, rely on their own content producers. This needed to be reimagined and consolidated for the airport’s web shopping portal. 

We approached this massive engagement with a well-defined set of guiding principles:

  • Prioritize the customer experience at every step. 
  • Adopt a flexible, component-based system architecture.
  • Ensure the technology framework is dynamic, capable of growth, and can be seamlessly enhance to meet the evolving needs of tenants, features, and channels.
  • Focus on enhancing efficiency and streamlining corporate workflows.
  • Offers robust content services to facilitate swift tenant integration, ensure tenants get onboard quickly, and position them for success.

Solution Highlights: A State-of-the-Art Omnichannel Ecommerce System

At the heart of our engagement for this major airport was SAP Commerce, which stitches the many layers of the solution we developed into an integrated whole capable of handling millions of transactions in real-time. The solution includes these components:

  • A headless storefront with componentized views.
  • An experience-driven content management system (CMS).
  • A curated marketing platform.
  • An omnichannel order orchestration layer.
  • A commerce engine using SAP CX Commerce.
  • An order management and fulfillment system.
  • A comprehensive analytics layer.
  • Managed services layer.
  • Security services.

Significant Improvements 

The system the BORN Group developed has been live at this airport for nearly five years and is already delivering substantial progress:

  • Marketing effectiveness has increased by 70% across multiple engagement points.
  • Operational efficiency has improved by 80%.
  • Dramatically improved time to market for tenants in terms of content and product.
  • Conversions have been accelerated by 60% and consumer fallouts have declined by 30%.

All told, marketplaces sales have increased by 80% through a combination of cross-selling and upselling. 

The BORN Group Approach

  1. Domain expertise in the market sectors featured in airport marketplaces, which typically include beauty, fashion, electronics, food/restaurants, and wine and spirits. 
  2. Technology expertise including marketplaces, commerce, content management order management, enterprise resource planning (ERP), point of sale (POS), customer relationships management (CRM), and analytics.
  3. Transformation expertise including strategy, consulting, CX, omnichannel, change management, and implementation.

Like most transformation challenges, success demands a true partnership with a provider who understands all of these streams and has the experience and expertise to deliver results.

To learn more about digitization and airport marketplaces, BORN Group would love to walk you through our proven approach.

Download the Article

Marketplaces the Series: Business Models to Case Study