The situation
Amazon was moving into the company's category, and the honest question wasn't whether the threat was real — it was exactly how it would play out, and what a credible response looked like.
The answer couldn't stay a strategy document. Competing meant closing real capability gaps: talent, data, platform, and customer experience.
What we did
- 01Ran a deep study of the Amazon threat, including blind interviews with experts who knew Amazon's playbook intimately.
- 02Helped stand up a developer office in a tech-friendly city to attract the engineering talent the response required.
- 03Modernized the product and customer master-data management strategy — the foundation under everything customer-facing.
- 04Set up an external marketplace offering API connectivity to partners.
- 05Drove major modernization of the website: the recommendation and next-best-action engine, and the customer checkout and order-tracking experience.
The outcome
- A competitive response that shipped: new engineering capacity, clean master data, a partner marketplace, and a visibly better customer experience.
- An ecommerce stack the company could keep building on, rather than a one-time facelift.
Engagement delivered by Avirso leadership during their tenure at a global management consultancy, prior to founding Avirso.