Waverley implemented a Point-of-Sales application for a global company to handle internal sales as well as their global network of franchise users. We created a unique user experience keeping an eye on extensibility and future feature enhancements.
Our Client, whose name remains confidential, is a leading global innovator. They manufacture and market tools, diagnostics equipment, and service solutions for professional users. Headquartered in the US and founded almost 100 years ago, this client distributes its products through a direct sales force that serves large customers and a franchise network that serves local accounts.
The client reached out to Waverley to design and implement a new, modern POS application for both internal sales to large accounts and to a worldwide fleet of franchise users. To serve the client’s long term needs, we kept an eye on extensibility and future feature enhancement without breaking the user experience.
Waverley built a completely new User Interface. The new UI is easy for new franchisees to learn and includes an excellent help system. Functions are carefully grouped and organized to meet the objectives set out in the initial requirements. Waverley’s UI team worked with the client to consider how users communicated with their customers. Our developers went to our client and even traveled in company vans to watch how things were done and determine what could be improved.
Waverley successfully transitioned the client’s proposed “waterfall” software development model to an Agile model. Agile’s focus on value was a clear benefit. Short development cycles allowed the team to concentrate on high-priority tasks first and get feedback from users and managers much faster than was possible with a traditional process model. Development was very successful and the Agile experience encouraged the client’s IT to adopt the new practices throughout the company on appropriate projects.
Waverley helped the client realize some important ROI goals in several areas. The revised POS software allowed dealers to spend more time in front of their customers, which produced a 3% increase in sales. Administrative tasks were substantially reduced, allowing franchisees to spend 20% more time (as estimated by dealers) with their customers. Processing speed and turnaround improved; improved reporting made daily activities easier and faster. Improved process and productivity of Training and Customer Support. Training time decreased, focusing mostly on the business.
