Creating a new product
or feature
RevTrack case study
Overview
A team of salespeople needed a seamless way to monitor their performance, identify better sale opportunities, and make data-driven decisions to optimize sales efforts across various regions.
By following a user-centric approach and incorporating Product Discovery practices, we built RevTrack—an intelligent sales dashboard designed to address the team’s biggest challenges and enhance sales performance that offers suggestions and predictive insights based on demographic and market demands data.
Solution areas
AI, Data-driven insights, analytics, automation products, data visualization.
Starting point
The project began when a customer approached us with the goal of improving his sales team's performance while leveraging the latest technology to create a unique tool for their success.
He reached out with a clear need:
'I need to build a dashboard to track the team's performance in specific regions and avoid wasting time offering the wrong products to shops.'
Product Discovery
At this stage, we began gathering all the information we could about the users' context. We identified the main stakeholders, defined the personas the app would serve, and explored their typical tasks and needs.
We analyzed their activities and goals, aiming to understand their biggest challenges, frictions, and blockers to ensure the solution would address their pain points effectively.
Knowing the main players
The work began with abstract pieces of information. To simplify, we analyzed all stakeholders involved in the sales experience to identify whose needs should take priority. Through this exercise, we discovered three primary user groups for the app:
· Global Sales Manager (our client): Responsible for reviewing team performance and ensuring goals align with the global strategy.
· Regional Managers: Oversee specific areas and their teams.
· Sales Representatives: Track their performance manually and align their sales efforts with goals, focusing on products suited for their regions.
In addition, we identified two secondary stakeholders who have a vested interest in the improved sales process:
· VP of Sales: Responsible for aligning providers with the overall sales strategy.
· Retailers: Need to sell products that show potential for success in their regions.
Detecting pains and opportunities
To minimize assumptions, we collaborated closely with our main customer to map out workflows for each primary user profile. The purpose of this exercise was to identify their key tasks and responsibilities, as well as uncover potential friction points and risks in their daily work.
User flow and barrier detection exercises. Click to expandTo minimize assumptions, we collaborated closely with our main customer to map out workflows for each primary user profile. The purpose of this exercise was to identify their key tasks and responsibilities, as well as uncover potential friction points and risks in their daily work.
Assumption testing
Once we identified enough barriers, we decided to test our assumptions to ensure the best impact in our solution proposal and better planning of MVPs (Minimum Viable Product) and iterations.
To achieve this, we conducted a series of interviews with all the roles involved in the sales process. These interviews helped us clarify their most significant challenges and identify the critical processes that frequently led to errors or blocked their workflow.
Through these conversations, as we delved deeper into the problem, we uncovered additional details that needed to be considered.
Validating the correct tasks and motivations
During these conversations, we began identifying the key tasks users need to accomplish in every stage, along with their motivations and benefits they seek -both functional and equally important; emotional-.
These exercises also helped us uncover circumstances that might prevent them from completing critical tasks in their workflow, as well as workarounds they were using that we had not previously considered.
"Jobs to be done" exercise. Click to expandIdeation
Brainstorming and MVP planning
At this stage, we brought together Developers, Product Managers, Data Scientists, and Designers to align on the insights we had gathered about our customers’ key pain points, tasks, and motivations. The purpose of this collaboration was to ensure that our proposed solutions were both technologically feasible and capable of delivering meaningful impact, ultimately improving the users’ experience.
With the help of our Data Scientists, we developed a cutting-edge solution that used advanced data analysis from demographic resources to provide salespeople with actionable suggestions for optimizing their visits. These insights included tailored recommendations such as:
“Promote Product A, as its sales have spiked in nearby areas with similar demographics.”
“Focus on introducing educational products, as the number of schools in the neighborhood has increased by 20% in the past year.”
"How might we" exercise. Click to expandExample of story mapping exercise
(this one focused on the sales representative). Click to expandSolution Proposal
The proposed app was a sales dashboard that empowered sales teams and managers to make data-driven decisions, track performance, and align their efforts with quarterly goals.
The app facilitated individual and team performance monitoring.
It provided actionable insights based on demographic data and regional trends, helping salespeople prioritize the most impactful actions during their visits.
Stage 1 (Minimum Viable Product)
· Sales dashboard: A centralized hub to track key sales metrics, visualize progress, and monitor performance in real-time.
· Personal performance tracking: Tools for sales representatives to measure their individual achievements against their goals.
Stage 2 (Iteration)
· Demographics information: Integration of demographic data to help users understand their target audience better.
· Intelligent suggestions: AI-driven recommendations about to the specific region, customer base, and market trends.
Stage 3 (Iteration 2)
· Team performance: A feature to review and compare team-wide performance, identifying top performers and areas needing improvement.
· Notifications and reminders: Automated alerts to keep users informed about important tasks and deadlines.
Wifrefames
I worked directly with the client to propose a series of wireframes that mapped out the different sections and charts of the application. This approach ensured we addressed the needs of all the main roles and helped us work in an agile way.
Visual design
My final deliverables included visual design specs in Figma, as well as specifications about the interaction patterns that were used in each section, or how each component should work.
Project takeaways
Working closely with the client helped us focus on the most valuable features and make quick adjustments. This saved time, reduced rework, and ensured we delivered a solution that truly met their needs.
This project was a deep collaboration between Product, Design, Development, and Data science, ensuring that user needs and technical capabilities aligned perfectly. By working closely with the technical team, we used NLP and big data processing to cross-reference multiple databases, resulting in incredibly useful AI insights.
The design focused on presenting complex data in a clear way, making advanced analytics accessible to users. Wireframing and iterative testing helped refine key sections and charts, ensuring an intuitive experience.