Managing an Agile Team

Julia’s Peer-Reviewed Assignment

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Part 1: Positioning Statement

For the Enterprise as a Whole

For large corporations who need digital software tools to optimize their pricing processes, EasyPricing is a medium-sized software development
company that produces & implements pricing management software that is tailored at the complex needs of large organizations. Unlike smaller
firms, EasyPricing can cover the whole process of tailoring the software and implementing it through training and process reviews at the
customers.

For the cloud software

For purchasers at large Electronics OEMs* who want to negotiate a group pricing that is valid for all their contractors, EasyPricing is a cloud
software that allows them to make the negotiated price available to all contractors immediately. Unlike lengthy excel lists that are forwarded via
emails, EasyPricing is 10x as efficient and reduces the error rate to almost 0.

*OEM = original equipment manufacturer – companies like Sony or Phillips that own the brand and produce electronic devices. They outsource
part of the production process to contractors, but oftentimes want to negotiate a pricing deal that applies to all contractors as well, to get better
prices.

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Part 2: Focal Questions
EasyPricings core market segment are Large Corporations. Due to complex internal processes and documentation requirements to comply with
international taxation policies, they are in need of sophisticated software. Small companies do not have this complexity and don’t need software
for it, while medium-sized companies are not as profitable due to the need to tailor the software for every customer and spend a lot of
resources on training and implementation at the customer.

Many large corporations do not have the in-house capabilities to design & program a complex software from scratch and have realized that
outsourcing and SaaS licenses are a cheaper & quicker solution for digitalizing their processes. Usually purchasing and IT are involved in
designing the requirements for the software and contract which takes up a lot of up-front work before the first sales. Hence, a dedicated Key-
Account Manager increases the chance to transfer a lead into a paying customer. Once contracts are signed, life-time value of the customer is
usually very high, because the customers continue to use the software and are happy with the core elements of the value proposition.

Tax/Audit departments are involved in specifying the needs and dictate to which extent the software needs to be tailored to the customer
environment before implementation can start. Sales departments are the end-users of the software. They interact mainly with the customer
success manager which is responsible for successful implementation & training at the customer side. This step adds immense value, because
only customers who got a good training use the software over a long period of time.

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2. For which problem scenarios/jobs-to-be-done should we test new propositions?
This team is focused on making prices visible to contractors & documenting internal pricing decisions for audit purposes.
Problem Scenarios/Jobs-to-be-Done
Problem Scenario/Job-to-be-Done
For the large corporation, it is difficult to
make contract price lists available to all
contractors of them
The customer needs to document who gave a
price approval for a sale between countries.
For later tax audits they need to store the
documentation (currently emails) for up to
10 years.
Current Alternatives
Your Value Proposition
The online software lets customer enter
prices online once and select all contractors.
The solution is less prone to errors and more
quickly as prices need to be entered only once
and not individually for each contractor via
email.
If we automatically record all approvals in the
system and make it easy to later on check
who made the approval for audit purposes,
this will reduce the risk for internal audit &
tax departments and make the work of Sales
Managers easier & quicker
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Your Value Proposition
Notes (optional)
Test via interviews and checking old email
chains how much of a hassle it is. Once a
feature is available, check how often the
customer uses this specific function to decide
whether to build on the MVP.
Test criteria: Qualitative, via emails.
Quantitative: Frequency of use
Test in dialogue with tax department to
include all requirements.
3. How will we define and measure success?
Problem Scenarios/Jobs-to-be-Done Your Value Proposition

Problem Scenario/Job-to-be-Done Measure of Success

For the large corporation, it is difficult to make Success: Customer uses software 90% of all time instead of sending individual emails to
contract price lists available to all contractors of contractors as described in value Proposition above.
them Test criteria - Quantitative:
Frequency of use

Qualitative: Interviews to understand how often customer uses the tool vs. offline
solution

The customer needs to document who gave a Success: 100% of all pricing decisions are made and hence documented in our system.
price approval for a sale between countries. For
later tax audits they need to store the Measure of success: Amount of price approval vs. total amount of orders in system
documentation (currently emails) for up to 10
years.

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