Case study: Process Consulting and Coaching for Digital Ecommerce Company

Introduction

Spur It is mid-size eCommerce company founded in 2011 that is specializing on expert-level services across multiple retail and digital domains and regions. They are practicing both out-of-the-box solutions and their support and on custom, customer-centric solutions centered around Shopify SaaS platform and marketplace.

The company is historically built around small core team and their technical and managerial expertise, and this become a major growth and efficiency blocker for them in Covid and Post-Covid times when ecommerce market and demand there exploded, and they realized that they cannot scale up their services to new demand levels

The leadership team decided to connect with DGTL TEAM to identify problem statement, identify and prioritize the painpoints and produce roadmap and implementation plan to remove blockers across marketing sales, operations, delivery and allow further business growth

Customer faced reality that current organizational structure, internal and external processes, tool set are not allowing them to grow and moreover, directly impacting current speed, quality and extent of the services. They decided to reach out to industry and domain experts to help them to identify the current painpoints, formulate the problem statement and develop hands-on plan on how to transform business and processes to accommodate future market challenges.

How DGTL TEAM Responded

After several initial calls with customer leadership, we've prepared structured assessment and review plan based on our assessment methodology and tailored to Spur IT size, domain and nature of request
The assessment involved multiple sessions with sales, operations and delivery stakeholders to identify gaps and elaborate potentially promising solutions, model future state and immediate corrective actions

Specific critical areas like pre-sales and operational planning, discovery phase introduction, demand and supply forecasting, project management methodologies, company's RACI, change management and risk management across company's portfolio required dedicated focused sessions and action plans and evolved into separate transformational streams

The Results

The 4-weeks engagement allowed client to build detailed map of their current process and structural gaps, 'red' areas and growth blockers, and allowed to identify clear path to 'green' across pre-sales, technical tool set and excellence, delivery, PMO and staffing, customer relations areas.

The full roadmap entailed 6-months transformation plan involving new exec-level transformation team with regular bi-weekly cross-checks and corrections together with DGTL Team experts.

Immediate results involved at least 15% profitability growth from pre-sales and discovery areas and at least 20% reduction in project lead time with at least 15 other KPIs to be accomplished during 6 months transformation