Woba Case Study

A platform can be useful to several teams and still be hard to explain. HR may arrive thinking about engagement or retention. A health and safety specialist may be looking for risk assessments or incident reporting. A leader wants to know what connects the two and what it is worth.

So the site has to make the shared purpose legible before it presents the feature set. Its answer is a single idea that every audience recognises: people risks (stress, absence, disengagement, safety incidents) are cheaper to prevent than to repair.

The homepage headline is a promise phrased as a problem: prevent people risks before they hit your business. Beside it, a photograph of two colleagues carries a small card showing an estimated staff turnover cost, with how far it sits below the industry average. The number turns an abstract risk into money, which is the language a leader uses to decide.

There are two buttons, and they are not equal. Book a demo is the bright, filled action for someone ready to talk. See how it works is the quieter outline for someone still learning the category. Both are on the first screen, so neither kind of visitor has to hunt.

On a phone, the headline, copy and both actions come first, and the photograph with its cost card follows underneath, so the argument reads in order rather than being squeezed side by side.

Directly after the hero and the customer logos, the homepage shows results rather than modules: an increase in wellbeing, lower absence rates and a return on investment, each as a large figure on its own tile. A footnote says how the figures were counted, and a link leads to all customer cases.

Placing evidence this early changes how the features are read. A visitor meets the product suite already knowing what it is meant to achieve, so each feature reads as a means to an outcome rather than an item in a list.

Further down, a customer case carousel gives the evidence a voice: a quote from a named HR manager beside a photograph of their organisation, with arrows to the next story and a link to the full collection.

The product section introduces one People Insights Suite for HR and HSE, with five plain capabilities listed beside a tablet showing the product: an early-warning overview, a predictive management dashboard, compliance handled automatically, an employee portal, and a line from actions to return on investment. The screen gives each phrase a concrete picture.

The next section, Bridging the gap between HR and HSE, makes the platform's central claim visible as a set of tiles: a chart of people-risk scores over time, a comparison of absence rates against the industry standard, and the security credentials (ISAE 3000 verification and GDPR) that procurement will ask about. Each tile answers a different stakeholder's first question.

Between the product sections sits a single statement on a dark photograph: too many still get sick from going to work. It's time to act. The copy beside it explains the founding motivation in two sentences and links to the mission.

The band changes the pace of the page. After evidence and features, it reminds a visitor that the subject is people's health, which is why an HR or safety lead might care beyond the business case.

The platform page develops the homepage idea for readers who want specifics. A bright blue Why Woba? card states the problem plainly (HR and safety have operated in isolation, with fragmented systems) and lists three outcomes: a real-time view of people, prevention of stress, absence and talent loss, and reporting on wellbeing and safety through ESG-aligned metrics.

The page then separates the detail by responsibility. HR gets its own section on the employee lifecycle and engagement; health and safety gets its own on safety and compliance. A closing summary sets the key features in three columns, For HR, For EHS and Unified Insights, each with its own demo button, so any reader can act from the column that describes their job.

Pricing is presented as three plans named for how much of the platform you use, each marked with the team size it suits: 20 to 50 employees, more than 50, and more than 200. A visitor can find their plan by headcount before reading a single feature.

The plans share one layout so they can be compared line by line, and the largest plan is set apart on a dark card with a different action. Smaller teams book a demo; enterprises contact the team, because a custom plan starts with a different conversation.

Booking a demo is the site's main commercial action, so the demo page answers the questions that make people hesitate. The left column says how long it is (30 minutes), that it focuses on the visitor's own organisation, that it will not show everything, and what they will leave with.

The form sits beside that explanation on a dark card, so a visitor reads what they are agreeing to before they fill anything in. Marketing emails are an explicit opt-in checkbox rather than a condition of booking, and customer logos under the explanation give one last piece of reassurance.

The most useful evaluation connects the website to a visitor's decision. Can each audience explain what is relevant to them? Can they find credible evidence? Do demo requests arrive from people who already understand what the product does?

That suggests a practical review: ask people from each audience to find their plan, read a customer story and choose a next step, and watch where the structure helps and where it makes them work. Each sticking point should lead to one content or interaction change that can be checked again.