Daily Paper’s future-proof e-commerce framework

10x

experts in the dedicated team

6+

years of client-agency collaboration

1x

leading cross-functional omnichannel roadmap

Building a dedicated team of experts running an Agile e-commerce structure

Challenge

In fashion e-commerce, change is inevitable, ongoing and happens at a fast pace. To continue maintaining a journey of hypergrowth, internal team structures and their tech stack must be able to support the level of speed and efficiency needed to thrive in the ever-changing, fast-paced e-commerce environment. When focusing on international growth and expansion, Daily Paper faced the necessity for rapid action for site localization, implementation of awareness strategies and continuous optimization. This need to quickly set up an efficient internal system with the right toolset and expert knowledge is a constant challenge for business owners, especially for companies that are not digital-first from the start, which is commonly the case for fashion brands.

Solution

As the business and challenges increase in complexity, so does the need for experts who are ready to act quickly. Therefore, creating an agile e-commerce internal structure allows teams to respond fast and frequently. The year’s e-commerce calendar is transformed into a roadmap, which is then broken down into smaller increments which will be actioned in ‘chunks’, which are the bi-weekly sprints. This way, new features and optimizations are delivered incrementally, whilst the team is ready to adapt to uncertainties. This improves communication and collaboration as the agile framework accommodates a team consisting of different types of specialisations.

Strategy

An agile team was built, with experts dedicated to running Daily Paper’s e-commerce - its webshop and performance channels. The profile and skill set of the team members were chosen and tailored especially to Daily Paper’s needs. Using the scrum methodology, the team is conducted by a Product Owner (PO), who acts as the bridge between this dedicated team and the brand’s internal stakeholders.  The experts who action the sprint led by the PO are:

An E-commerce Manager who supervises several E-commerce Operations Specialists

Performance Marketers and Data Analysts

E-mail Marketing & Automation Specialists

Shopify Developers

User Experience Designers

Results

By building an efficient Agile team, Daily Paper’s digital channels are now not only maintained continuously but also being optimised based on data insights, whilst being at the forefront of responding to trends and changes in the market.

Management of localised Shopify Plus multi-stores - read more here

Implementation of best-in-class tech-stack equipping the team with the right tools

Continuous data-driven merchandising of content, products and navigation

Omnichannel alignment of strategies - paid performance channels, the webshop, e-mail marketing and organic socials, with a consistent tone of voice and storytelling

Quick turnaround from content creating to publishing campaigns on digital channels

Challenge

In fashion e-commerce, change is inevitable, ongoing and happens at a fast pace. To continue maintaining a journey of hypergrowth, internal team structures and their tech stack must be able to support the level of speed and efficiency needed to thrive in the ever-changing, fast-paced e-commerce environment. When focusing on international growth and expansion, Daily Paper faced the necessity for rapid action for site localization, implementation of awareness strategies and continuous optimization. This need to quickly set up an efficient internal system with the right toolset and expert knowledge is a constant challenge for business owners, especially for companies that are not digital-first from the start, which is commonly the case for fashion brands.

Solution

As the business and challenges increase in complexity, so does the need for experts who are ready to act quickly. Therefore, creating an agile e-commerce internal structure allows teams to respond fast and frequently. The year’s e-commerce calendar is transformed into a roadmap, which is then broken down into smaller increments which will be actioned in ‘chunks’, which are the bi-weekly sprints. This way, new features and optimizations are delivered incrementally, whilst the team is ready to adapt to uncertainties. This improves communication and collaboration as the agile framework accommodates a team consisting of different types of specialisations.

Strategy

An agile team was built, with experts dedicated to running Daily Paper’s e-commerce - its webshop and performance channels. The profile and skill set of the team members were chosen and tailored especially to Daily Paper’s needs. Using the scrum methodology, the team is conducted by a Product Owner (PO), who acts as the bridge between this dedicated team and the brand’s internal stakeholders.  The experts who action the sprint led by the PO are:

An E-commerce Manager who supervises several E-commerce Operations Specialists

Performance Marketers and Data Analysts

E-mail Marketing & Automation Specialists

Shopify Developers

User Experience Designers

Results

By building an efficient Agile team, Daily Paper’s digital channels are now not only maintained continuously but also being optimised based on data insights, whilst being at the forefront of responding to trends and changes in the market.

Management of localised Shopify Plus multi-stores - read more here

Implementation of best-in-class tech-stack equipping the team with the right tools

Continuous data-driven merchandising of content, products and navigation

Omnichannel alignment of strategies - paid performance channels, the webshop, e-mail marketing and organic socials, with a consistent tone of voice and storytelling

Quick turnaround from content creating to publishing campaigns on digital channels

“It’s not enough to achieve rapid growth – you’ll also need to set up a team which is equipped with the right people and tools to be able to continue on the growth path, doing it faster and better than competitors can.”

Rodney Lam, CEO