Developed during a hackathon, this project was informed by market research and persona definition, proposing a safer and more digitally integrated in-store experience for the post-pandemic landscape.
The solution combined in-app scheduling, real-time capacity management, and enhanced customer autonomy, securing 8th place in the hackathon.
This case was developed in collaboration with my teammates:
Anna Mendes | Cínthia Cantu | Fernanda Saba | Samanta de Araújo
Some images in this case are in Portuguese and are included for illustrative purposes. All key information and context are fully explained in English throughout the text.
1. THE PROBLEM
Context
During the pandemic, physical retail had to reinvent itself in response to health restrictions, shifts in consumer behavior, and accelerated digital transformation.
Problem
Brick-and-mortar stores faced the challenge of delivering a safe, accessible, and efficient shopping experience while balancing capacity control, personalized service, and customer autonomy in a context of uncertainty and evolving expectations.
Impact
The lack of integrated solutions compromised safety, disrupted the shopping journey, and limited inclusion across different customer profiles, creating friction for both consumers and retailers.
Opportunity
To design a more connected and digitally integrated physical store, combining in-app scheduling, real-time capacity management, and increased in-store autonomy, enabling a seamless, sustainable, and inclusive shopping experience in the post-pandemic landscape.
2. EXPLORATION
Exploratory Research Strategy
Our research strategy combined field research, desk research, and quantitative analysis, allowing us to cross-reference observed in-store behaviors with market trends, industry data, and shifts in consumer behavior during the pandemic.
- Participant Observation: We conducted visits to two cosmetics retail stores, observing real customer journeys and interacting directly with sales staff. The goal was to understand how health restrictions impacted service dynamics, foot traffic management, and customer autonomy within physical stores.
- Desk Research (Research Wall): In parallel, we gathered market reports, industry studies, news articles, and data on retail trends, digital consumption, beauty consultants, e-commerce growth, and broader transformations within the beauty sector. Findings were organized into a visual research wall to identify patterns and connections.
This hybrid approach allowed us to validate initial hypotheses and identify opportunities from both operational and user experience perspectives.
Key Insights
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Access and capacity control became central to the in-store experience, including restricted entry, individual assistance, and reduced staff presence in shared areas.
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Customer autonomy was significantly reduced: shoppers could no longer freely touch products, test items without mediation, or browse independently.
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Human assistance gained importance, often with one dedicated associate per customer, while overall staff availability decreased.
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Digital acceleration intensified: strong growth in e-commerce, increased use of WhatsApp as a sales channel, and greater activity from consultants in online environments.
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Consumers expressed a need for safety and trust when returning to physical stores, while still expecting the convenience and autonomy experienced in digital channels.
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Physical retail required deeper integration between technology, scheduling systems, and personalized service to remain relevant in the post-pandemic landscape.
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The cosmetics sector proved receptive to hybrid solutions combining physical experience, digital integration, and sustainability.
Quantitative Research Strategy
To deepen our understanding within the defined context, we conducted a quantitative survey via Google Forms with 55 respondents.
The survey explored consumer habits and perceptions related to cosmetics shopping during the pandemic, focusing on the physical retail experience. Results showed that despite the growth of digital channels, physical stores remained relevant — particularly for product experimentation, sensory interaction, and purchase confidence.
Key Findings
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Many consumers reduced their visits to physical stores, primarily due to concerns about crowding and physical contact.
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Product experimentation (scent, texture, color) remains a decisive factor in cosmetics purchases.
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Safety measures such as social distancing, capacity control, temperature checks, and mask usage directly impact perceived in-store safety.
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There is strong acceptance of technology to improve safety, including entry management systems, reduced direct contact with sales staff, and increased customer autonomy.
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Human assistance remains important but is expected to be more consultative and less intrusive.
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Consumers demonstrate openness to hybrid models that integrate physical stores, mobile devices, and self-service solutions.
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These insights reinforced the opportunity to rethink physical retail as a safer, more digitally integrated, and customer-centered environment — balancing autonomy, technology, and personalized service.
3. DEFINITION
Based on our key learnings and multiple rounds of discussion, we developed three proto-personas to represent different profiles of cosmetics consumers.
Throughout the project, we conducted research and mentoring sessions to consolidate strategic decisions and refine the solution. These learnings helped us define clearer directions, reinforcing the importance of an omnichannel strategy integrated with the brand’s app, leveraging existing in-store technologies to reduce costs, and positioning human assistance as a key differentiator.
We also strengthened our problem framing, impact articulation, and solution narrative, while considering implementation feasibility, long-term evolution, and inclusivity — ensuring the experience would not exclude less digitally connected customers.
4. IDEAÇÃO
The brainstorming phase aimed to explore different ways technology could transform the in-store retail experience, considering safety, customer autonomy, and implementation feasibility. The ideas ranged from targeted automation features to broader “store of the future” concepts.
Among the alternatives explored, the selected solution stood out for coherently integrating key insights from research and mentoring sessions, balancing innovation, user experience, and operational viability. The proposal centers the journey around the customer’s mobile device, enabling check-in, capacity management, assisted product experimentation, and contactless payment — while preserving the role of human assistance.
This approach proved most suitable within the hackathon context, as it leveraged existing technologies, reduced implementation complexity, and ensured a safer, more seamless, and inclusive experience aligned with both customer needs and business objectives.
From this foundation, we outlined the Business Model Canvas for the proposed solution:
With the core idea defined, we proceeded to design the hybrid experience flows, mapping how the physical journey would connect with the digital experience.
Below, I describe the main solution flows and present an example flowchart to illustrate how the system operates. The complete set of flow diagrams can be accessed by clicking here.
Check-in Flow
The check-in flow manages customer entry into the store based on prior scheduling or real-time availability. Customers can book a time slot through the app, with or without a consultation, and receive reminders before their visit.
Upon arrival, they complete check-in via the app or through assisted validation, while in-store sensors monitor occupancy in real time. If the store reaches capacity, the system guides customers to wait or reschedule, ensuring controlled access and safety.
Purchase Flow
In the purchase flow, customers add products to their cart by scanning codes or interacting with the app. At checkout, they can choose between in-app payment or payment at a physical register.
After completing the transaction, they present the confirmation, collect their items, and check out — a step that also updates inventory and registers their store exit.
Cancellation Flow
The cancellation flow addresses scenarios in which customers cancel or fail to attend their scheduled time slot. In these cases, the system automatically removes them from the virtual queue, freeing up availability for other customers and maintaining efficient capacity and flow management within the store.
5. PROTOTYPING
Following team validation of the user flows, we proceeded to develop the final high-fidelity designs.
6. RESULTS
We presented the final project pitch, and the solution was awarded 8th place in the Hackathon.
Thank you for making it this far! 👋