KRAAK

Transformation into a modern provider of gastronomy and loyalty solutions

With the clear claim: “Full shop. Full control.”, KRAAK has set out to become the all-in-one gastronomy solution for SMEs.

Restaurant businesses can manage their entire operation on a single platform, from complex menus and orders (placed by service staff or guests for takeout or via the QR app) to payments. KRAAK also communicates with your guests to ensure they never miss a thing.

The platform is rounded off with the modernized, seamlessly integrated loyalty services that Innocard Loyalty has been known for many years.

Impact

Cost savings through automation enabled by modern software subscriptions (self-service subscription management)

Cost savings through reduced complexity in the IT landscape (systems and service providers)

Foundation for strong increase in new customer in the gastronomy segment and the turnaround in customers in the existing loyalty services business

Enablement of future innovations in data and AI through the chosen architecture

What did we do?

Phase 1: Assessment of the gastronomy vision against the existing landscape

Step-by-step development of the overall business vision with a focus on gastronomy in various scenarios, aligned with executive management
Joint selection of the suitable vision variant — also based on architectural impact.
Assessment of the entire existing system landscape for use in the new business vision, with regard to architecture, code quality, UX, specification/documentation.
Definition of next steps across multiple project streams.

Phase 2: Concept & evaluation of partners for software and implementation

Creation of a requirements concept including visualization in a functional map
Preparation of tender documents for the different business areas, with a focus on gastronomy
Market sounding of suitable partners regarding available software and business constellations; creation of a vendor shortlist
Pre-selection of potential partners through exploratory discussions
Evaluation of the right partner via a pragmatic RFP process in close collaboration

Phase 3: Side stories — from modern organization to new branding

The radical transformation of KRAAK required many strategic decisions outside of the “product business”, contributing directly to vision and business. In this area, too, we acted as pathfinders and challengers, working closely with the executive management team.

A completely new naming and branding vision across the various, partly new business areas, followed by support in the agency evaluation
A new organization was initiated — aligned with the company’s strategic orientation and maturity level

Phase 4: Pre-study phase

The following aspects were jointly assessed with the chosen service provider in the pre-study phase:
- How well the existing software base fits the requirements (fit-gap analysis) and the estimated implementation effort
- How the architecture should address multi-tenant and data requirements
- Whether the intended collaboration model works in practice
Support in negotiating the complex contract for the implementation phase, covering SaaS software, scope & team, timeline, business cooperation, and costs

Phase 5: Implementation

In collaboration with the client’s team (executive management, PO, sales) and a larger team of the selected service provider (PM, backend and frontend developers, UX, testing), the overall solution is driven to market readiness within an agile project.
Throughout the entire implementation phase, two key diselva roles were critical to success
- 60-80% Program Management / Project Owner
- 20-60% Technical Architect / Interim CTO

Why diselva?

KRAAK chose diselva because the mix was more than a perfect fit for the situation — not through an entire armada of people, but pragmatically, with the same highly involved individuals throughout all phases in the following key roles:

Strategic Transformation Consulting / Steering

Program Management / Project Owner

Technical Architect / Interim CTO

Key Takeaways

A radical transformation requires courage, but it is a rewarding and profitable journey in many ways

External challenging throughout the entire process is a key success factor — too many detours can lead to dead ends in both technology and business

To sustain a high pace, it pays off to bring in additional resources — but only the right ones: those who provide immediate value in business, content, and technology leadership, and who can react with high flexibility

«If we had had diselva at our side earlier, we would be two years ahead by now. They are now guiding us purposefully and with a personal touch throughout our journey to become a modern provider of gastronomy and loyalty solutions, across all levels and in the complex environment of a new internal team and external partners.»