![]() Stakeholders want as much information as possible so they can ensure the initiative stays within budget and progress guidelines. ![]() Be transparent about your goalsĪnother problem we needed to solve was that our very large, very complex problem space made governance and transparency problematic. The lesson is to go narrow and deep with one customer, then scale horizontally to the periphery. Shifting our focus to one buyer slowed us down in the short term, but it gave us the opportunity to learn some deep lessons about our customer that turned into much better decisions for the product and faster future delivery. Once we were able to do that, the planning and strategy around scaling could move more quickly.Įvery organization operates under a time crunch. While this seems counterintuitive, given we needed to be able to scale to hundreds of buyers and thousands of stores, we needed to focus on delivering value to an actual buyer. We decided to focus on one customer (again, our customers were the retailer’s buyers), one category, and one store. As a result, it was difficult to articulate which value proposition we wanted to deliver and to whom, and it was impossible to get feedback. (We had personas, and we knew the department we were building for, but there wasn’t a true buyer in mind. We initially weren’t able to identify a real “customer” for the tool. Our goal was to build a tool to allow the company’s various buying teams to calculate demand on a per-product per-store basis with special provisions for seasonality as well as ever-shifting local tastes. If you’ve ever been on vacation in Miami in December looking for snorkels and swim trunks, but all the stores are carrying space heaters and mittens, you understand the nature of the challenge. This gives them unprecedented economies of scale. ![]() The challenge the client faced is a common one: As a national retailer, they make national buying decisions. ![]()
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