Case study
When business logic moves to business hands:
The offer system that gave control back
We proved that transforming an offer management system isn't about building faster software - it's about giving business teams direct control over product definition so they can respond to market demands without waiting for engineering cycles.
Starting point
In-vehicle digital product purchases represent a growing revenue stream for automotive manufacturers, but only if the purchasing experience works seamlessly. The client, a reputable automotive manufacturer, faced a costly problem: their existing in-vehicle digital product purchase solution exhibited sluggish performance, lacked scalability, and delivered subpar user experience.
Assessment revealed the root causes - ambiguous business requirements and ineffective dependency management that hampered project planning. The development team needed to enhance their business understanding while the system itself required fundamental redesign. The goal wasn't incremental improvement - it was developing a state-of-the-art offer management system capable of swiftly creating intricate offers tailored to each customer's profile and preferences.
Domain-driven transformation
Approach
Business requirements gathering
We took responsibility for understanding the client's business domain and gathering comprehensive requirements, ensuring the new system aligned with their specific operational needs rather than generic e-commerce patterns.
Architecture from ground up
We architected a comprehensive solution from scratch, building a robust and scalable foundation to support desired functionalities. The architecture embraced microservices principles and incorporated a Business ProcessManagement (BPM) tool to handle complex business logic. We seamlessly integrated the new system with the existing product catalog, preserving continuity while enabling new capabilities.
Domain-driven development implementation
During the initial phase, we focused on the customer-facing store, developing and integrating front-end components with dedicated microservices. We then transitioned to domain-driven development (DDD), redistributing responsibilities among teams to adhere to DDD principles. This approach ensured the system's structure reflected actual business domains rather than technical convenience.
SAFE and Scrum methodology
Leveraging SAFE and Scrum methodology while collaborating with multiple teams and architects, we built a backlog and action plan aligned with the approved architecture. This enabled task prioritization and efficient progress tracking. Through continuous communication with the client's representatives, we actively influenced the system's shape, ensuring alignment with business objectives.
Breaking The Linear
Traditional offer management systems hard-code business rules into software, requiring engineering work for every product change or targeting adjustment. We built a system where business teams define products, configure rules, and customize catalogs directly - turning what used to require development cycles into operational tasks completed in minutes.
When control becomes capability
Summary
By replacing a costly, slow, inflexible system with a domain-driven architecture incorporating BPM capabilities, we didn't just improve performance- we fundamentally changed who controls the product catalog. Sales teams can now act on customer insights immediately. Business teams can test new offerings without waiting for development sprints. The system adapts dynamically based on sophisticated rules dictated by actual business processes.
The client moved from a system that required engineering intervention for every product change to a platform where business teams define, customize, and optimize offerings in real-time. The transformation delivered improved user experience and operational efficiency, but more importantly, it gave the business the agility to respond to market opportunities at the speed customers expect.
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