Digital Transformation for a Restaurant Chain with 40 Locations

La Sfida

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.

Il Nostro Approccio

Ricerca, Analisi e Fondamenta Strategiche

• 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

Design, Sviluppo e Implementazione

• 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

Lancio, Ottimizzazione e Scalabilità

• Scalate le campagne che funzionavano e chiuse quelle che non funzionavano
• Espansione in due segmenti di mercato adiacenti che i dati iniziali indicavano come promettenti
• Firmati accordi di partnership con tre aziende complementari per raggiungere nuovi pubblici
• Costruiti programmi di retention focalizzati sui primi 90 giorni, dove avveniva la maggior parte del churn

Cosa Abbiamo Imparato

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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