How 58 Home’s Maid Service Won the Market with a Zero‑Intermediary Model

In recent years, changes in the economic environment, the rise of automation and AI, and intensified market competition have reshaped the internet industry, creating intertwined challenges for businesses.

The article uses 58 Home’s maid‑booking service as an example to explore how designers can dive deep into business to address these challenges.

Traditionally, the service relied on brokers who collected user needs, recommended maids, arranged interviews, and completed contracts, handling all user questions throughout the process.

As competition grew, brokers faced pressure from rivals offering various discounts and guarantees, leading to mixed user sentiment, market saturation, and declining traffic and revenue.

To innovate, the team conducted market analysis and user research, then collaborated with business units to launch a zero‑intermediary model that lets users chat directly with maids and sign contracts online without broker fees.

In this model, the platform assumes the broker’s role, guiding users through the entire workflow from searching for a maid to signing the contract.

Initial rollout showed promising conversion rates, but compared with the parallel broker model there was still room for improvement. User feedback highlighted three main problems:

Problem One: Users Don’t Understand the New Model

The team clarified the new workflow at every user touchpoint and introduced AI modules for Q&A and voice‑based maid search to help users achieve their goals quickly.

Problem Two: Poor Maid Resume Quality

Since the platform now acts as the broker, high‑quality maid profiles became critical. The team adopted a “one‑click” design principle—simple, clear, efficient—and leveraged AI to help maids complete resumes, improve profile pictures, and simulate interview rooms, boosting interview success rates.

Problem Three: Insufficient Traffic

They optimized internal traffic entry points by redesigning icons and simplifying navigation, reducing user steps, and improving conversion. External traffic was increased through digital‑human live streams and soft‑article placements on platforms like Xiaohongshu and Baidu.

Additionally, a toggle was built allowing users to switch between the zero‑intermediary and traditional broker modes, satisfying diverse user preferences while aligning commercial goals.

The combined efforts led to a notable rise in key performance indicators despite a downturn in the broader economy, establishing a pioneering parallel model of both broker‑free and broker‑based services.

Looking ahead, the team aims to make the zero‑intermediary experience smarter and more human‑centric, while designers transition from merely delivering solutions to proactively analyzing data, understanding user needs, and driving end‑to‑end product improvements.