The Quality Group sells products under three brands in the areas of food, supplements and sports nutrition. The current
ESN web shop (esn.com) is E2E supported by a product team (DEV, QA, PO and design agency), while a new shop is being produced. However, the focus here is not on maintenance but on a combination of service and feature development in order to meet the company's strong growth goals.
The Shopify technology used is quite outdated, which justifies the parallel new construction. A constantly changing feature scope is required.
Responsibility:
Product Manager role for the esn.com online shop (cross-functional)
Implementation & adaptation of work processes (according to Kanban) and the associated meeting culture to the very fast paced culture and company requirements
Roadmap including constant GAP analysis of the current and new shop
Introduction of a service concept for smaller ad-hoc requests
Development of new feature concepts with the DEV team and design agency including feasibility testing due to the outdated technological structure
Running weekly flash sales campaigns
Support other shop teams in feature planning/development
Transferring the old Shopify store to the new Shopify store (market by market)
Direct communication/coordination with C-Level
Stakeholder communication at all levels
Introduced Feature:
Custom app for communication with the CRM system
Black Week: Special Sales Page
Training & nutrition plans
Calorie calculator
Integration concept for two new product lines
Giftcards
Various landing page elements on specific new topics
Redesign of the Product Detail Page (Design & UX)
Introducing new technology for various parts of the shop - in combination with using the old technology on different parts
Körperheld Physiotherapy is a practice specializing in sports therapy and training for private patients and self-payers.
The owner expressed the problem that he gets too many customers from the wrong target group. This meant that utilization was not optimal and customers had different expectations and also did not have optimal therapeutic success. Both for the treatment itself and for the issue of pricing.
The agreed goal was to minimize these problems in order to create a better therapy experience for both the company and, above all, the patient.
New customer acquisition and appointment booking take place exclusively online.
Owners Consulting & Coaching:
Development of a corporate vision including a value proposition and identifiying potential target groups
Analysis of the current website with focus to fit the new value proposition
Identification, that the previous logo is a no longer suitable element to fit the target group, including new implementation
Online survey with current patients on website usage and online booking options
Recommendation to measure the current online presentation based on the new company vision including the value proposition and the survey evaluation
Development of a transparent price structure including creation of a patient fee agreement
In previous years, the company had decided for maintanance on its D2C (Direct-to-Consumer) and B2B web shops, focusing more on the development of its physical products. As a result, the web shops became increasingly outdated and were no longer sustainable, both from a technical perspective and, more importantly, in terms of usability. The product team, in particular, consisted only of a Product Owner and a freelance UX Designer and needed to be rebuilt.
As part of the technical migration of the shops (D2C from Magento to Shopware, B2B from Magento to Salesforce), the funnel/UI was also improved, and new sales-promoting features were implemented.
Responsibilities:
Leading and developing a team of Product Owners (B2C & B2B) & UX Designers
Implementing work processes (following Scrum) and related meeting culture and moderating them
Introducing Product Discovery methods
Developing a Product Vision & Strategy tailored to the newly defined customer group, including Product Discovery &
Prototyping for new features
Overseeing a shop migration (Magento / Shopware / Salesforce)
Developing a Magazine/Content/Community strategy, including implementation & go-live
Direct communication / coordination with C-level executives
Stakeholder communication at all levels
Mentoring & Coaching for all team members
Developing a consistent Personal Development method for all team members
The "Digital Products" department was established within the company in January 2020. Prior to that, there were technical Product Owners (POs) who were part of a Project Management department, and a Development Team that was part of the IT department. Additionally, there were several external collaborations.
The work methodology followed a waterfall approach, and agility was not practiced. There was also no unified product strategy, resulting in outdated (monolithic) but high-priority software.
Responsibilities:
Establishment and development of an interdisciplinary team consisting of Product Managers, UX Designers, and
Business Development Managers (focused on Digital Strategy/non-sales)
Introduction of squad-likely team structures and company-wide (international) cross-functional teams
Implementation of agile work methodologies (Scrum & Kanban)
Introduction of goal-setting systems (similar to OKRs) and the associated meeting culture
Implementation of a unified documentation system (using JIRA & Confluence)
Development of a company-wide digital product vision and strategy
Transition from a product-centric to a service-oriented development approach
Change management, shifting from employee-centric to customer- and business-focused product development
Target audience analysis and customer surveys
Development of an agile product lifecycle (Product Playbook) that ensures the successful development of all digital
products across the organization
Introduction and training in Product Discovery methods
Moderation of meetings and leading workshops
Coaching and mentoring of all team members
Training of junior Business Development Managers and Product Owners
Communication with C-level executives
Stakeholder management
Integration and oversight of various external freelancers and external project-specific teams
For this new product, a "New Business" team was specifically formed, consisting of both internal and external employees.
In the product, an end customer can calculate an online purchase price for their car. They would then present the car for technical inspection at a physical partner dealer. Here, the customer would receive the final purchase price with the option to sell the car immediately, including a quick transfer of the purchase amount and vehicle deregistration.
The business model followed a transactional approach, meaning there was a commission earned for each vehicle acquired through the purchase facilities.
The biggest challenges included fraud on the part of the purchase facilities to avoid paying commissions, a lack of soft skills in the purchase facilities regarding positive customer interaction, and a gap between the online price and the on-site purchase price.
Product Lead B2B:
Development of software that encompasses the entire business process from appointment booking to invoicing (B2B2C):
Customization/Integration of this custom software with the company's own systems (SAP, Salesforce, etc.)
Alerting function, including fraud prevention measures
Pricing module (online display price vs. actual purchase price)
Technical integration with the invoicing system and CRM (Salesforce) for monthly billing purposes
Continuous measurement of end customer and dealer satisfaction
KPI dashboard for affiliated purchase facilities
Business Development Manager:
Establishment of a dealer network strategy (purchase facilities) nationwide, ensuring that each facility is within a maximum distance of 50km from every customer's residence.
Responsible for two account management teams consisting of 13 employees who provide support and professional training to the purchase facilities.
Analysis, strategic planning, and operational execution aimed at increasing the purchase rate.
The Quality Group sells products under three brands in the areas of food, supplements and sports nutrition. The current
ESN web shop (esn.com) is E2E supported by a product team (DEV, QA, PO and design agency), while a new shop is being produced. However, the focus here is not on maintenance but on a combination of service and feature development in order to meet the company's strong growth goals.
The Shopify technology used is quite outdated, which justifies the parallel new construction. A constantly changing feature scope is required.
Responsibility:
Product Manager role for the esn.com online shop (cross-functional)
Implementation & adaptation of work processes (according to Kanban) and the associated meeting culture to the very fast paced culture and company requirements
Roadmap including constant GAP analysis of the current and new shop
Introduction of a service concept for smaller ad-hoc requests
Development of new feature concepts with the DEV team and design agency including feasibility testing due to the outdated technological structure
Running weekly flash sales campaigns
Support other shop teams in feature planning/development
Transferring the old Shopify store to the new Shopify store (market by market)
Direct communication/coordination with C-Level
Stakeholder communication at all levels
Introduced Feature:
Custom app for communication with the CRM system
Black Week: Special Sales Page
Training & nutrition plans
Calorie calculator
Integration concept for two new product lines
Giftcards
Various landing page elements on specific new topics
Redesign of the Product Detail Page (Design & UX)
Introducing new technology for various parts of the shop - in combination with using the old technology on different parts
Körperheld Physiotherapy is a practice specializing in sports therapy and training for private patients and self-payers.
The owner expressed the problem that he gets too many customers from the wrong target group. This meant that utilization was not optimal and customers had different expectations and also did not have optimal therapeutic success. Both for the treatment itself and for the issue of pricing.
The agreed goal was to minimize these problems in order to create a better therapy experience for both the company and, above all, the patient.
New customer acquisition and appointment booking take place exclusively online.
Owners Consulting & Coaching:
Development of a corporate vision including a value proposition and identifiying potential target groups
Analysis of the current website with focus to fit the new value proposition
Identification, that the previous logo is a no longer suitable element to fit the target group, including new implementation
Online survey with current patients on website usage and online booking options
Recommendation to measure the current online presentation based on the new company vision including the value proposition and the survey evaluation
Development of a transparent price structure including creation of a patient fee agreement
In previous years, the company had decided for maintanance on its D2C (Direct-to-Consumer) and B2B web shops, focusing more on the development of its physical products. As a result, the web shops became increasingly outdated and were no longer sustainable, both from a technical perspective and, more importantly, in terms of usability. The product team, in particular, consisted only of a Product Owner and a freelance UX Designer and needed to be rebuilt.
As part of the technical migration of the shops (D2C from Magento to Shopware, B2B from Magento to Salesforce), the funnel/UI was also improved, and new sales-promoting features were implemented.
Responsibilities:
Leading and developing a team of Product Owners (B2C & B2B) & UX Designers
Implementing work processes (following Scrum) and related meeting culture and moderating them
Introducing Product Discovery methods
Developing a Product Vision & Strategy tailored to the newly defined customer group, including Product Discovery &
Prototyping for new features
Overseeing a shop migration (Magento / Shopware / Salesforce)
Developing a Magazine/Content/Community strategy, including implementation & go-live
Direct communication / coordination with C-level executives
Stakeholder communication at all levels
Mentoring & Coaching for all team members
Developing a consistent Personal Development method for all team members
The "Digital Products" department was established within the company in January 2020. Prior to that, there were technical Product Owners (POs) who were part of a Project Management department, and a Development Team that was part of the IT department. Additionally, there were several external collaborations.
The work methodology followed a waterfall approach, and agility was not practiced. There was also no unified product strategy, resulting in outdated (monolithic) but high-priority software.
Responsibilities:
Establishment and development of an interdisciplinary team consisting of Product Managers, UX Designers, and
Business Development Managers (focused on Digital Strategy/non-sales)
Introduction of squad-likely team structures and company-wide (international) cross-functional teams
Implementation of agile work methodologies (Scrum & Kanban)
Introduction of goal-setting systems (similar to OKRs) and the associated meeting culture
Implementation of a unified documentation system (using JIRA & Confluence)
Development of a company-wide digital product vision and strategy
Transition from a product-centric to a service-oriented development approach
Change management, shifting from employee-centric to customer- and business-focused product development
Target audience analysis and customer surveys
Development of an agile product lifecycle (Product Playbook) that ensures the successful development of all digital
products across the organization
Introduction and training in Product Discovery methods
Moderation of meetings and leading workshops
Coaching and mentoring of all team members
Training of junior Business Development Managers and Product Owners
Communication with C-level executives
Stakeholder management
Integration and oversight of various external freelancers and external project-specific teams
For this new product, a "New Business" team was specifically formed, consisting of both internal and external employees.
In the product, an end customer can calculate an online purchase price for their car. They would then present the car for technical inspection at a physical partner dealer. Here, the customer would receive the final purchase price with the option to sell the car immediately, including a quick transfer of the purchase amount and vehicle deregistration.
The business model followed a transactional approach, meaning there was a commission earned for each vehicle acquired through the purchase facilities.
The biggest challenges included fraud on the part of the purchase facilities to avoid paying commissions, a lack of soft skills in the purchase facilities regarding positive customer interaction, and a gap between the online price and the on-site purchase price.
Product Lead B2B:
Development of software that encompasses the entire business process from appointment booking to invoicing (B2B2C):
Customization/Integration of this custom software with the company's own systems (SAP, Salesforce, etc.)
Alerting function, including fraud prevention measures
Pricing module (online display price vs. actual purchase price)
Technical integration with the invoicing system and CRM (Salesforce) for monthly billing purposes
Continuous measurement of end customer and dealer satisfaction
KPI dashboard for affiliated purchase facilities
Business Development Manager:
Establishment of a dealer network strategy (purchase facilities) nationwide, ensuring that each facility is within a maximum distance of 50km from every customer's residence.
Responsible for two account management teams consisting of 13 employees who provide support and professional training to the purchase facilities.
Analysis, strategic planning, and operational execution aimed at increasing the purchase rate.