Client background
A global supplier of health products and supplements. It sells through a network of distributors and has customers in 28 markets. Its mission is to transform lives with innovative, high-quality health solutions, and it uses digital products to accelerate sales and deepen customer engagement.
Business challenge
The client grew fast: new markets, several acquisitions, a rapidly expanding customer base. Each market ended up with its own software, and product management processes fell out of alignment. Discovery and delivery worked differently in every market, so customers got different experiences and reported different levels of satisfaction.
The client needed a way to build products that deliver real value to customers and reach the market quickly. Specifically, it needed to answer five questions:
- How do we set up product management processes that deliver customer value across markets?
- How do we manage the product portfolio so it supports business goals?
- How do we deliver faster and shorten time to market?
- How do we build the right product and keep an efficient feedback loop?
- How do we scale software teams as markets grow, without raising development costs?
Project description
Assessment discovery
SoftServe began by getting a clear picture of where the client stood. The team:
- Aligned on company goals and objectives
- Assessed current product management, planning, and development processes
- Interviewed end users about their satisfaction, experience, and pain points
- Validated whether existing processes support company strategy
Product management process design
Stakeholders from across the company shaped the design, so it addressed portfolio management, product design and development, and regional market goals. The team:
- Ran workshops to define the desired process
- Designed future processes with the client, based on proven best practices, company strategy, and the organization’s specifics
- Identified the gaps between current and future processes that stood in the way of higher customer satisfaction and the company’s optimization goals
- Built an actionable roadmap for rollout
Piloting the new process
The pilot tested the solutions identified in earlier stages. Its results sharpened the original problem statement. SoftServe and the client defined an MVP scope and applied lean practices to cut waste and improve step by step. The team:
- Launched a pilot to develop new products, with success criteria set in advance
- Covered the full life cycle (idea generation, market validation, development, and launch) while accounting for market specifics
- Tracked metrics during and after the pilot to confirm it met its success criteria
Scale
The pilot succeeded, and the client decided to roll the approach out across the company. SoftServe moved development into one centralized unit, replacing the parallel, duplicated development of similar products in each market.
Value delivered
SoftServe established a scalable product management process built on proven best practices. The client now scales with lower costs and higher customer satisfaction.
- Better customer experience. Lean ideation, design, planning, and feedback analysis raised customer satisfaction by 25%.
- Faster time to market. Projects used to slip by 6–8 months. With the Agile approach, they now ship on time and on budget.
- Lower costs. Eliminating duplicated solutions cut implementation costs by 18%.
- Scale without added cost. Centralizing product development in one unit lets the client grow without growing the bill.
SoftServe also continues to train the client’s teams on the latest trends, so new practices are adopted quickly.
