01 — Context
GANA Business Solutions provides financial services to education and healthcare SMEs in the United States, organised into four sub-brands: GANA CFO, GANA Finance, GANA Accounting and GANA Pay.
The site had to present those four lines, with very different consulting depth, under one narrative of financial stability, and turn visits into consultation requests. I designed the UX/UI and built the site in WordPress and Elementor. GANA Pay, the payroll line, also has its own site (gana-pay.com), which is another case in this Archive and shares its system with this one.
02 — My role
I defined the information architecture for the umbrella brand and its four lines, and designed and built the home, service line, about and contact templates. I set up GA4 and reviewed heatmaps in Clarity. I worked on the project through Aquinas Network SAS. The client supplied the copy and photography.
03 — Diagnosis
Four similarly named sub-brands compete for the same attention
It was a new site with no previous version, so the problem lay in the brief itself: how to present the offer without it reading as vague or generic. The cause I identified was structural: four sub-brands that all start the same way ("GANA …") and describe overlapping services (CFO and Finance, Accounting and Pay) would force visitors to understand the organisation before knowing who to contact.
It would cost the SME owner, who probably arrives with a specific problem (payroll, taxes, reconciliations), not a sub-brand name. And it would cost GANA, which would receive generic enquiries and have to qualify them on the first call.
04 — Decisions
A. Promise to a sector before listing services
- Problem
- Four sub-brands on the first screen force a choice before visitors understand what the company does.
- Decision
- The hero addresses "Education and Healthcare SMEs" with a promise of financial stability and a single primary action, "Request A Free Consultation"; "Learn More About Us" is secondary.
- Why this one
- I weighed opening with the four lines; I chose a sector promise because visitors then don’t need to know what a "CFO" service is versus "Finance" before getting in touch. The cost: the home page doesn’t say which services exist on the first screen.
- What I expected
- SME owners in the sector recognising themselves in the headline and requesting a consultation without sorting themselves first.
B. The four sub-brands under one menu item
- Problem
- Four "GANA …" items at the top level read as four companies.
- Decision
- A four-item menu (Home, Spectrum, About us, Blog) with the lines in the "Spectrum" submenu and contact outside it, as a button. On mobile, the consultation is pinned to the bottom of the panel.
- Why this one
- I weighed a generic "Services" item; I chose a proper name for the set ("Spectrum") because it reinforces the umbrella brand. The cost: "Spectrum" doesn’t say what’s inside until it’s opened.
- What I expected
- Navigation that conveys one company with four specialties, not four sites.
C. One colour code per line, on equally weighted cards
- Problem
- Similar names and overlapping descriptions make the lines hard to tell apart at a glance.
- Decision
- A "Services Spectrum" block that introduces the umbrella brand in one paragraph, then four equal cards, each with a leaf from the brand mark as its colour and a single "More Information".
- Why this one
- I weighed featuring one line over the others; I chose equal weight because there was no data on which one brought the most clients, and featuring one would have biased the choice. The cost: the block gives up hierarchy.
- What I expected
- Each line being recognisable by its colour on its own page and in the menu too.
D. A line template with a switcher across all four
- Problem
- Anyone who lands on the wrong line has to go back to the home page to find another.
- Decision
- Each line page opens with its name, one sentence and a switcher with all four lines, the current one highlighted; below, that line’s services and the close with the consultation CTA.
- Why this one
- I weighed relying on the submenu; I chose a visible switcher because, once on the page, the submenu is out of sight. The cost: repeated navigation on every page.
- What I expected
- Visitors correcting their choice without leaving the services section.
05 — System
The result was an umbrella brand with a menu grouping the four lines (Fig. 1), a card block with a colour code per sub-brand (Fig. 2), a service line template with a switcher repeated across all four pages (Fig. 3) and a single contact form (Fig. 4). The "Achieving Financial Clarity" close, with the same consultation CTA, repeats at the end of every page.
The scope ended at delivery and instrumentation, not impact reporting, so this case reports no figures.
06 — What I’d test now
Every page ends at the same form, which doesn’t know which line the enquiry comes from (Fig. 4). I’d test passing the originating line to the form and asking for the sector in a single field.
- Hypothesis
- If the form arrives with the originating line preselected and asks for the sector (education or healthcare) as its only new field, the submission rate holds and GANA receives enquiries it can route without a preliminary call.
- Primary metric
- Form submissions per session arriving from a line page, in GA4.
- Secondary
- Share of enquiries the team routes to a line without asking for more information.
- Control
- The current four-field form. 50/50 split until the sample size calculated from the baseline; with low B2B traffic, probably several weeks.