Digital Transformation for a Restaurant Chain with 40 Locations

El Desafío

Two well-funded competitors launched in the same market within six months. The company's product was technically strong, but the interface felt dated and there was no structured way to use customer data to guide product decisions. The gap was widening fast.

Nuestro Enfoque

Investigación, Análisis y Fundamentos Estratégicos

• Audited the existing tech stack and identified 14 gaps that needed fixing before anything else could work
• Designed an architecture that could handle 10x the current load without a rewrite
• Created an implementation roadmap in three phases, starting with the changes that would show results within 60 days

Diseño, Desarrollo e Implementación

• Built the core platform features, prioritizing the ones users asked for most
• Set up analytics so the team could see what was happening in real time instead of waiting for monthly reports
• Automated the repetitive workflows that were eating 15+ hours per week
• Connected the separate systems into one data pipeline so every team worked from the same numbers

Lanzamiento, Optimización y Escalabilidad

• Escaladas las campañas que funcionaban y cerradas las que no
• Expansión a dos segmentos de mercado adyacentes que los datos iniciales sugerían que convertirían bien
• Firmados acuerdos de partnership con tres empresas complementarias para llegar a nuevas audiencias
• Construidos programas de retención enfocados en los primeros 90 días, donde ocurría la mayor parte del churn

Lo Que Aprendimos

1. The single biggest ROI came from fixing the user experience. Removing two unnecessary steps from the signup flow improved every downstream metric.
2. Over 70% of user sessions in every European market we entered came from mobile devices. Designing for desktop first and adapting for mobile was backwards.
3. The highest-performing acquisition channel was word of mouth from users who genuinely liked the product. No ad campaign came close.
4. Shipping a visible win in the first 60 days changed the internal conversation. Stakeholders who were skeptical about the project became its biggest advocates.
5. When marketing, sales, and product all tracked different numbers, every meeting turned into a debate about whose data was right. Agreeing on metrics first eliminated that.

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