If a person has never been waxed before, or has not been waxed for a long time, it may be necessary to trim the pubic hair using scissors or an electric razor prior to waxing. A patch test is recommended, usually on the upper thigh, to test for allergies or skin sensitivities to the ingredients in the wax. Sometimes a hair growth inhibitor is applied after waxing, which slows the regrowth of hair if applied daily for an extended period of time.
It is common to apply an antiseptic cleaner and powder to the area prior to waxing. Wax is applied with a spatula in the direction of hair growth the size of a strip about 2 inches (5.1 cm) wide and 4 inches (10 cm) long. When the wax is set but still pliable, the wax strips are pulled away against the direction of hair growth while keeping the skin taut. The strip is ideally pulled off as swiftly as possible.
The pubic area is one of the most sensitive areas in the body and during the procedure special attention must be paid to avoid irritation. Pain directly resulting from the procedure can be slight or severe and can continue from several seconds to several minutes. Some people experience less pain during subsequent treatments. It can be helpful to take a mild anti-inflammatory medication (such as ibuprofen) an hour or so before waxing to reduce potential pain from the waxing. Products such as topical anesthetics are available to lessen the pain involved. A bikini wax during pregnancy is generally more painful, due to increased sensitivity. The type of wax used for bikini lines is often made from a mixture of beeswax and tall oil rather than the more common synthetic waxes used for waxing regular leg hair. Beeswax is considered stronger and more effective at removing the thicker and coarser pubic hair.
HEMA is an internationally recognized retail organization domiciled in the Netherlands. Today, the company operates a number of stores in other countries across Europe, including Belgium, Luxemburg, Germany, France, the UK, and Spain. The company operates according to the multichannel business model; it offers customer services via physical locations, which are strategically located in respective regions. It also ensures its online presence via the official website (hemashop.com) and social media accounts on Facebook and Twitter. Through these channels, the company effectively interacts with its customers who can purchase goods online and have them delivered at an extra cost or choose to pick them up physically from the local stores at their convenience. Moreover, customers also have the option to visit local stores, choose the goods physically, and pay as they go. Nevertheless, this multichannel strategy is proving to be problematic for the HEMA Shop; this fact is proved by the losses that the organization has suffered in the recent past.
In the context of HEMA operations, the main issue addressed in this portfolio is how the company can represent itself in the multichannel environment in order to create superior customer experience, improve interaction with customers via online platforms, and meet its objectives in a better and more effective way. In order to achieve this lasting customer experience that will create and enhance customer loyalty and help in improving the financial position, it is important to create an efficient omnichannel that will involve reorganization of the company's website. With the reorganized website, the customers will be able to navigate and find the required information conveniently. The product and services offered by the organization will be easily visible while the execution of orders will be less costly for both customers and HEMA shop.
This portfolio presents a web concept for the reorganization of HEMA's website and all other online engagements of the organization. The aim of the portfolio is to communicate how the organization's website can be effectively and efficiently reorganized and how it should look like after the reorganization and reconstruction. In order to make it easily readable and comprehensible to the third parties, the web concept portfolio attempts to provide a figurative expression of the required changes; it also outlines the goals of the new website organization <hemashop.com
This web concept is supported by the desire to address a problem that falls at the heart of the operations of HEMA Shop that, so far, have contributed to financial losses, failure in stiff competition, and decreased customer loyalty. These problems were found to be caused primarily by the multichannel approach that the organization applies alongside a poorly constructed and organized website.
In that light, the new web concept addresses the concern, “How can the HEMA shop official website (hemashop.com) be improved in order to attract more customers, as well as enhance customer loyalty, for both online and physical shoppers?”
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In order to develop a new and more attractive website for HEMA, the group engaged in the exploratory study that sought to address each of the mentioned research questions. The research involved a lot of desktop analysis with the researchers actively concerning the issue of creating a user-friendly, economically feasible, and appealing website that would enhance the traffic and customer loyalty. Plenty of data concerning HEMA are available; this information was readily accessible on different open source websites such as Retail News. The secondary sources provided ample information about the events and perennial problems facing HEMA's brand and general issues related to its market conditions in the industry. Additionally, the secondary sources research provided some points concerning how the modern web development theories could be employed in order to improve the company's website.
The second major source of information for this portfolio was the actual interaction with the organization's official website. The idea of this research was to map out the customer journey and experience with the website since the moment the user enters the name query in the search engine to the moment he or she logs out from the website. Incidentally, the customer journey is closely linked with the physical journey of customers since the decision whether to purchase a product from HEMA or not depends on the customers' interactions with this critical asset of the company.
Lastly, the research involved intensive and extensive engagement with representatives of HEMA. The team of researchers had a rare opportunity to interact with Ms. Eva Raat, who granted an interview. Ms. Raat is an ex-store manager at HEMA; during her employment in that position, she was charged with identifying how the HEMA brand was perceived by the customers and managing any issues that customers might raise with regard to any operations of the company. The interview with Ms. Raat was more or less spontaneous; it was a purposeful strategy, which was used to make the session more interactive and informative. The research team did not record the interview on any digital device due to the sensitive nature of the information that was revealed. However, all the relevant data gathered from the research have been incorporated into this portfolio and are critical in the improvement of the organization's website.
After an extensive research, the team concentrated on determining what must stay on the website and what must be deleted. The researchers also deliberated on the effective organization of the information that would remain on the website, as well as the information that was to be added. The argument was both intensive and extensive, and to some extent, even tensed especially when the views of the researchers differed. Nonetheless, all communication and interactions were constructive as the team was able to come to a conclusive decision with regard to what the final product, the reorganized website, would look like. After assessing technical aspects of the website, copywriting concerns, its overall appearance, and the requisite tabs, the team came with the conclusions that are documented below:
The landing page: The landing page of the company's website if poorly constructed. To begin with, everything one sees on the landing page is a short statement describing HEMA and where it operates. However, this information is literally blocked by a large blue icon requesting the visitor to select the region of interest, which will be organized by country. Thirdly, the landing page has a small ribbon at the top left corner indicating how long the organization has been in existence, and all the data are easily visible since it overlays the white background.
To begin with, the importance of having text describing the areas, in which HEMA operates, and at the same time providing large and blocking icons with the names of the regions is just off the limits. Secondly, the landing page does not motivate a visitor to continue the journey especially when considered that not a single word describes what the organization does or even what products and services it offers. It means that it is highly likely that users that do not know of the company's physical addresses and brand are likely to leave the website as soon as they land on it.
The text: The text of the content of the website is also quite off key. The first thing that visitors realize as soon they start navigating the website is that almost every other word begin with a small letter except for the organization's name, which appears in capital letters. While many people do not see any big problem with this issue, it is important to note that as many customers are expected to use the website, there is no excuse for ignoring the basic writing rules such as the necessary capitalization, for example, at the beginning of a sentence.
At times, visitors may point the company at the writing errors and misprints. However, the text also provides another impression that the website is out-of-date and is not properly maintained and managed. This issue may even develop further to instill worries about the security measure and trigger general concerns about the interaction with the website. Moreover, one is likely to get tired of finding the same information being provided in several submenus.
Bland font face: One thing that is common for many successful online stores is the use of a font face that communicates to the target market and often invites users to visit the online store more often. The website of HEMA ignores such a simple strategy by having a bland font face that does not create an impression of a quality product offered by the website; consequently, clients may think that probably, they will not be able to get a good deal for their money.
Excess text: One weird thing about the official website of the HEMA shop is the quantity of data that one gets while interacting with the website. It comes with excess text on the entire website meaning that it is really likely for a user to get tired of reading all the available information. Logically, any excess text and information overload beats the very logic of shopping online in that an online shopper will more often than not be looking for convenience and efficiency. To illustrate the information overload and excess text as it appears on the company's website, it is important to look at how many tabs are put on any single webpage and the number of dropdown submenus that appear in each main menu tab. There are at least ten main menu tabs on each webpage, all of which begin with a lower case letter even though they stand for the general categories of products offered by the company.
Customer journey: Assuming that a customer easily spots a product, firstly, reaching a physical store where one can collect the product is a problem and, secondly, the website does not clearly indicate that one has the option to get a home or office delivery. To be more specific, a buyer who wants to pick the purchase from a physical store must be aware of the name and exact location of the store. Logically, online shopping crosses geographical borders and the first thing that a user should be able to see when shopping online regards how he or she can get the purchased product. In other words, it should not be the user's concern to go online and start searching the locations of physical stores.