Website Implementation

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Coach House Consulting was hired by a global medical device manufacturer to complete the unfinished implementation of their eCommerce parts business. The online revenue goal for the year was $4.6M. The total parts business was $20M.  

Since the initial ten customers that went live were basically all the same, using the same functionality, much of the system functionality was never used at that time. As new customers came on board using the additional functionality, it was determined that the 385 test cases would need to be re-executed in production. There were 128 JIRA Tickets (issues, tasks, and system changes), that nobody knew about, and they needed to be re-created taking an average of four hours for every five tickets. WebSphere Commerce was purchased from IBM two years prior. No IBM contact was available from the time of the signed agreement. A third-party eCommerce team completed the implementation of WebSphere Commerce and rolled off in the fall of that year. The relationship with them was so broken that they would not return our calls. 

Met with four business divisions and none of them supported the eCommerce initiative. All divisions were charged with increasing their service agreements from an average of 80% in the previous year to 90% in the current year. This meant that the goal was to increase customer procurement of parts via the technicians during service with less customer procurement of parts online. Another obstacle was the need to improve the wholesale business with a third-party parts provider, which was already 30% of the business.

Interviewed 22 team members from the four primary divisions that the online parts platform supported, ranging from managers to VPs. Many of them had no idea that the platform was live and had no update since the kickoff in the fall of the prior year. The platform went live with the top ten accounts.   

Re-executed 385 test cases and recreated 128 JIRA Tickets, updating the functionality roadmap for IT and built out internal go-live communications for all the supported business divisions.

Developed three JIRA guides with process and procedures for Customer Service, Business Stake Holders, and the e-Commerce team for logging all system issues identified by customers, with prioritization rankings for IT.

Built a quality assurance transaction guide to be executed each morning to assure the system was up and ready.

Built a discontinued and removal part process for the business.