TasteGO operates on a two-sided market logic - which means building value on both sides simultaneously. Organisations and end users on one side. Restaurants and catering providers on the other. A single narrative couldn't hold both, because each group understands the value of the solution differently.

The key was defining what value means for each side - and what conditions need to be in place for the model to work as a whole.

Instead of starting from product features, we focused on the flow of value. Group ordering mechanics — not the technology itself - became the foundation of the solution and its competitive edge.

From there, we defined the brand positioning, distinct value propositions for each side of the market, customer journeys for both organisations and suppliers, and a go-to-market approach centred on companies and office buildings as natural points of user concentration.

Communication couldn't rely on functional arguments alone. That language matters to part of the market - but it doesn't hold the whole model together. It doesn't trigger the end user's decision. We needed a topic that made sense for employees, companies, and restaurants at the same time. We chose food.

Instead of talking about the system, we started talking about lunch as an experience - the choice, the quality, the role it plays in a working day. That's the level that connects different perspectives: for the employee, it's a decision about whether to order; for companies, it's an element of wellbeing and employer branding; for restaurants, it's a sales channel and a way to build customer relationships. This is how communication stopped being a description of a solution - and started building its meaning.

The visual layer was grounded in food and the presence of people - closing the distance between technology and everyday experience.

The app worked - but the experience needed simplifying and better alignment with the rhythm of everyday use. An outdated interface was creating friction at the moments that mattered most: too many steps, a lack of intuitiveness, and an unclear order flow.

Our task was to refresh the UI without breaking what users already knew - while improving the experience at the key moments in the purchase journey.

The site was serving different audience groups through a single, flat layout — even though each of them arrived with a different question and needed a different answer to make a decision.

We redesigned the information architecture and user flow around the logic of a two-sided market. Instead of one narrative, we created separate paths for companies, office buildings, and restaurants — each leading through what matters from that group's perspective, in an order that makes sense to them. This made the decision simpler: less searching, more understanding of the solution's value in their own context.

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Different definitions of value required a different approach to sales as well. Instead of one universal narrative, we prepared dedicated presentations for companies, office buildings, restaurants, and catering providers - each built around the specific problem and perspective of that group. This allowed the sales process to operate in a language tailored to the audience, without losing the coherence of the overall model.

The new communication platform was translated into performance activity. We designed creatives built on the same visual language as the broader brand - food, people, and the rhythm of the working day. Instead of generic ad formats, each creative extended the brand narrative into the paid channel. The consistency between the ad and the product experience shortened the distance between first contact and decision.

The experience was extended into the physical environment of the workplace - onboarding materials, collection point signage, and elements supporting the rollout. This is how TasteGO stopped being just an app and became a real part of the everyday work environment.