In B2B activity, the most important information is identification. eople have differenrt roles, so in the offline world, dress up with suits and hand over a business card is a natural way to establish trust, show professionalism, and signal who you are.
However, nowadays, more and more business cooperation and cross-departmental cooperation are carried out through online. In the online space, particularly on our B2B platform, this vital aspect of identity was missing. The existing UI/UX mainly displayed users' names and basic job titles, but it didn’t allow people to properly show their professional their expertise and build trust.
This made online interactions feel less personal and far less credible than face-to-face meetings, and also made them particularly when connecting with potential clients or collaborating across different departments. It also causes employees to lack a sense of professional identity during the usage process
在B2B活动中，最重要的信息是标识。每个人都有不同的角色，所以在线下世界里，穿工作服递名片是一种自然的方式来建立信任，展示专业精神，并表明你是谁。
traditional offline interactions
In traditional offline business interactions, show up with professional suit, exchanging business cards, this seris of interaction plays a key role in establishing trust and professionalism when staff face potential customers.
在传统的线下商务互动中，穿着职业装出现，交换名片，这一系列的互动在员工面对潜在客户时，对建立信任和专业度起着关键作用。
B2B APP Interactions
On the B2B platform, user identity was only briefly indicated by the small occupation text below the name, lacking depth and emotional connection during client interactions, It is difficult to give people a trustworthy and professional feeling in the first impression.
在B2B平台上，用户身份仅通过名称下方的小职业文字进行简略表示，与客户互动时缺乏深度和情感联系，很难在第一印象中给人一种值得信赖和专业的感觉
In Huawei's B2B platform, we can clearly see this problem. Huawei's b2b service platform is very complex. There are different occupations in one APP. Some occupations need to frequently reach out to the outside, such as sales. Some occupations need to frequently collaborate across accompanies from different cities, such as operations engineers.
Worked closely with the product Team and the Interactive team to get detailed user types and typical interaction scenarios.
Through mapping out these journeys, Huawei B2B platform basic situation became clear that:
- Users take on different roles and responsibilities within the system — such as operations, development, sales, or product management — and the way they establish trust at first glance, as well as how crucial that trust is, varies from role to role.
- Users from different professional backgrounds use the app in varying scenarios, which means the information they need to present also differs. Depending on the context, they rely on the app to showcase their expertise or to build professional credibility.
在华为的B2B平台上，我们可以清楚地看到这个问题。华为的b2b服务平台非常复杂。一个APP里有不同的职业，有些职业需要经常与外界接触，比如销售。有些职业需要经常与来自不同城市的同事合作，比如运营工程师。
与产品团队和交互团队密切合作，获得详细的用户类型和典型的交互场景。通过这些旅程的规划，华为B2B平台的基本情况变得清晰：
-用户在系统内部扮演不同的角色，承担不同的责任（如运营、开发、销售、产品经理），打造第一印象的信赖感的方式和重要程度也各不相同。
-不同职业的用户在使用该 App 时所处的场景不同，因此他们需要展示的信息内容也有所区别。用户会根据具体的场景，来传达自己的专业能力或建立职业可信度。
简单的职位标签无法体现专业度与可信度；缺少像线下“名片”那样的“介绍自己”的机会与工具；用户在首次沟通、内部协作、客户会议中，缺乏有效的线上身份呈现方式。
通常B2B平台的设计是直白的，个性化较少，但是一个好的在线体验应该为人们提供像是在线下一样的信任和情感。我们的目标是在不使用户体验过于复杂的情况下，为在线空间带来一种人际联系和专业认可的感觉。
Compare with 2C, Usually 2B platform was designed straightforward and less personalization, but A good online experience should provide people with the trust and emotions they can obtain offline as much as possible.
Our goal was to bring a sense of human connection and professional recognition into the online space, without overcomplicating the user experience.
Methodology
First Hand User research - throw product team meeting and user research, we find out a few scenarios for different usage. First time introductions, internal collaborations, client meetings — ensuring the identity design worked across scenarios.
Second hand research - Through online information we find how to build a reliable first impression, It's interesting that sometimes it's hard to tell whether these insights are people's stereotypes about careers or they really think they are reliable
We proposed creating a customizable digital business card system, offering users an easy way to present a richer professional identity. The elements were:
Build the same sense of trust as offline - a professional online image build: We can generated portraits that subtly reflected the nature of different professions — from developers to product managers.
Beyond the limitations of offline business cards, create cards that can be freely defined, are more personalized and flexible: Users could choose how and what type of card they gonna use. A company-focused card, highlighting corporate affiliation. Or a personal-focused card, showcasing individual expertise and warmth.
我们提出打造一个可定制的数字名片系统，帮助用户更丰富地展示自己的专业身份。
主要包括两个方面：构建与线下相同的信任感：通过定制化职业形象，体现不同职业特征，打造专业线上形象；打破传统名片限制：用户可自由选择公司导向或个人导向的名片类型，更加个性化与灵活。
Based on professional research, we wish to build a trustworthy first impression, but still want to retain some flexible parts
- Define trusted visual features by AI;
- Allow users to half-customize their avatars to reflect their identity.
01-How build a trusted professional image
基于专业调研，我们希望打造一个值得信赖的第一印象，同时保留一定的个性化空间：
通过 AI 定义各职业的可信视觉特征；支持用户“半定制”头像，体现其身份。
From the list we got from product team, we researched four different professional roles to understand the "most trusted appearance" for each, as well as visual features that could distinguish different seniority levels. And then build AI pic based on these researchs.
For example, for Operations staff,
- the most trusted look was a work safety uniform(suit and helmet),
- seniority was reflected through the colour of their helmet.
How to get trusted visual features
我们根据产品团队提供的角色列表，调研了四种不同的专业角色，了解每种角色“最值得信赖的外观”，以及可以区分不同资历等级的视觉特征，并基于这些研究生成对应的 AI 头像。例如运维工程师的帽子。
Combined with the user behavior path, distinguish between two identity presentation modes:
- Company orientation: Emphasizing company endorsement and professional corporate image;
- Personal orientation: Emphasizing job competence, affinity and trustworthiness.
because of the different usage, we created two styles of business cards to suit different interaction scenarios, strengthening users’ professional presence and identity on the platform.
02 - How to fit in different scenarios
结合不同职业的用户行为，我们区分两种身份展示模式：
公司导向：强调公司背书和专业的企业形象；
个人导向：强调工作能力、亲和力和可信度。由于不同的使用场景，我们设计了两种风格的名片，以适应不同的互动情境，强化用户在平台上的专业存在感和身份认同感。
We submitted identity cards of four different occupations, two qualification levels and two different forms
Main functions:
Digital business card: Editable fields, supporting two visual styles;
AI avatar generation: Combining character features to present a more intimate and professional personal image;
Design highlights:
Introduce personalization and identifiability without affecting complexity;
Break through the traditional B-end platform's "cold" and "unified" interface style, and enhance the platform's warmth and humanized experience;
Usage scenario coverage:
Internal collaboration
Potential Customer Reach out
Cross-departmental identification and trust establishment
我们提交了四种不同职业身份卡、两种资质等级和两种不同形式的设计。
主要功能：数字名片：可编辑字段，支持两种视觉风格；AI头像生成：结合角色特征，呈现更亲切且专业的个人形象。设计亮点：引入个性化和可识别性，同时不增加复杂性；打破传统B端平台“冷”和“统一”的界面风格，增强平台的温暖感和人性化体验。使用场景覆盖：内部协作潜在客户接触跨部门识别与信任建立
We presented to the product team four occupations and two different types of cards that are compatible with five apps.
Users could now establish a stronger and professional first impression online.
The digital business cards helped build trust faster during online interactions. Through the feedback, it is a nice way to fill the gap between offline emotional connection and online efficiency.
我们向产品团队展示了四种职业身份和两种不同类型的名片，这些名片兼容五个应用程序。用户现在可以在网上建立更强大和专业的第一印象。数字名片有助于在在线互动中更快地建立信任。通过反馈，发现这是一种有效填补线下情感联系与在线效率之间差距的方式。
This part focused on optimising the Huawei Cloud web system, which serves a range of enterprise users across different roles.
The platform is functionally rich but suffers from a confusing information hierarchy, which can hinder user efficiency. Compared to Task 1, which was more visually and emotionally designed, this phase was more focused on structural design. It required identifying structural issues by analysing real data and interview insights, all without being able to show internal designs or raw metrics.
Task 2 - huawei cloud web
这一部分重点优化了华为云网站系统，该平台服务于不同角色的企业用户。尽管平台功能丰富，但信息层级混乱，这可能会影响用户效率。与任务1更注重视觉和情感设计不同，这一阶段更侧重于结构设计。需要通过分析真实数据和访谈洞察来识别结构性问题，但无法展示内部设计或原始指标。
It looks similar with this (this screenshot is just a online random image)
Worked with the product team to access backend user behaviour data — including click-through rates, time spent on features, and drop-off rates. Gathered through pre-set tracking points embedded by the product team.
Worked with the interaction and experience design teams to gather user interview insights across different job roles, helping to add depth to the data findings.
identified key usability pain points and providedBy combining both sources, I was able to identify key usability pain points and provide actionable suggestions for optimisation.
To identify user pain points, we combined two sources:
1. User behavioural data – click rates, time on page, and drop-off points from backend tracking...
2. User interviews – feedback from different professional roles about what worked, what confused them, and what they expected.
By cross-checking both, we could understand not just what users were doing, but also why.
A certain function appears on multiple pages, clicks are scattered
User goals are ambiguous or different pages not related to that function
reorgnise the entry path to reduce redundancy
High click-through rate and short dwell time
A certain function enters and exits immediately
Users accidentally touch or browse and find that it is not the function they are looking for
Determine the problem through user research, adjust the layout or modify the function name
Low click rate, long stay time
Difficult access to a certain function but deep usage
Underestimated important functions
Enhance visual level and entry position
Enhance task completion feedback to guide the next step of behavior
By looking at different data, we can determine the reasons for different scenarios and user behaviors. As mentioned above, this evidence-based classification analysis makes optimization no longer rely solely on intuition but is based on evidence.
Use Google Drive as a simple example.
Some optimisations were clear just by looking at one data. For instance, in certain areas, some features had consistently low clicks, low time spent, and high exit rates — making them strong candidates for repositioning or even removal.
Other cases needed a bit more digging.
If a feature had high clicks but very short time on page, it often meant users were tapping it by mistake or quickly realising it wasn’t what they needed. In these situations, we brought in user interviews to clarify the problem — sometimes the feature just needed a better label or a better placement.
Sometimes we found some features had low clicks but long time spending once opened. That was a sign that the feature was valuable, but users weren’t finding it easily — so we adjusted its visibility or position.This blend of quantitative signals and qualitative insights allowed us to make smart, evidence-backed design decisions.
