Our old webshop was based on a content management solution, which no longer serves the omni-channel retailing strategy, nor the diverse customer target groups. Additional complexity comes with our 11 subsidiaries; amongst some of them even more than one main country language needs to be displayed. Finally yet importantly, SLVs large product portfolio with a certain range of variants and the general commitment to set up an agile and performant platform, as well as multiple interfaces that need to be customizable, have lead us to the decision to rebuild the entire IT-infrastructure.
With the new setting, we had to decide in favor of a solution, which would be agile and performant, yet enabling SLV to be in charge of the entire customer journey. A decision between micro-services with highly specialized partners that would need a higher degree of project management and programming, or an “out-of-the-box” shop-concept, with little necessity for personal adaption?
Whoever followed our journey, might already take a guess which of these two different solutions we favored: Micro-services, customized solutions and strong partners that are highly specialized and professional in their field. To downsize the complexity and time setting of the project, we furthermore defined the outline of our Relaunch by working with a MVP approach. Meaning “minimum viable product” and a focus on the most important features for the initial launch, which are to be extended successively afterwards.
This may like a trade-off, when in fact “most important features” means serious negotiations with multiple departments, a lot of situational awareness and back-and-forth communication to incorporate all the different stakeholders’ opinions. To compare, prioritize and analyze everything based on its technical-economic potential was one of the keys to success.