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Define a strategy and launch a new SaaS product

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Define a strategy and launch a new SaaS product

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Mike Cuignet

Co-founder at Tennders

30K€

MRR secured in the 1st month

  • Defining the strategy for switching to SaaS
  • Optimizing adoption rates
  • Setting up Discovery processes
  • Team reorganization and 10% reduction in development costs

30K€

MRR achieved in less than 3 months

Team size
20-50

"Stellar marked a turning point for us. In just a few days a month, they made up for the absence of a Head of Product and the lack of senior leadership on our team. They transformed our strategy and completely overhauled our processes. In six months, my employees are more engaged than ever, my customers are converting under our new model, and our users are seeing new features released every month."

Mike Cuignet

Co-founder at Tennders

The team

Stellar and Tennders, working hand in hand to accelerate growth.

In this reorganization, David, Stellar's product strategy expert, worked closely with Matthieu, Stellar's CPO, to fine-tune the strategy and build the right Product & Tech team to achieve its objectives.

Mike Cuingnet
CEO of Tennders
Photo by Mathieu from Spendesk
Matthieu
CPO
David
Co-founder
Matthieu
CPO in residence

Mission

Tennders has set itself the mission of reducing the carbon emissions of road transport by maximizing transport flows. With 25% of trucks running empty, Tennders digitizes loads to optimize routes for 3,000 customers! When it met Stellar, the 50-strong company had set itself the goal of transforming its service business into the marketing of a SaaS platform.

How Stellar supported Tennders

Audit

Tangible results:
Towards sustainable growth

Stellar's support has led to significant improvements for Tennders, both in terms of internal productivity and the profitability of tech investments.

  • Adoption of a clear product strategy: Precise definition of the ideal customer and the product pillars of the new SaaS software launched by Tennders.
  • Improved team efficiency: Training and implementation of tools & processes adapted to the size of the organization, as well as to the seniority of team members.
  • Creator engagement: Increased use of tools by creators and greater satisfaction due to a better response to their specific needs.
Challenge

From problem to solution: How Tennders overcame its challenges

Tennders aced a number of challenges that hampered its growth and development. Here's how Stellar helped them overcome these obstacles to accelerate their growth and achieve their goals.

#1 Vision and Product Strategy blurred

Lack of clarity on Product vision and strategy leads to deviant product decisions, and slower decision-making across all teams.

Redefining product strategy

Stellar helped Tennders completely rewrite their product strategy: change of KPI, clarification of positioning, prioritization of development choices.

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See the Stellar solution

#2 Product complexity

Tennders' product was overloaded and complex for the user. It was also difficult for teams to maintain.

Product simplification

Following the Stellar audit, decision rules were introduced. These have made it possible to eliminate little-used functions and simplify usage.

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#3 Development delays

Tennders' managers lacked visibility of the Tech & Product team's performance and were regularly experiencing development delays.

Reorganization of product processes

A "Product Board" has been created with Business & Tech representatives to reinforce product leadership. This decision speeds up information sharing and neutralizes the lack of visibility.

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Results

Tangible results:Toward a high-performance product organization

01
Effectiveness > Theory
We don't just hand out PowerPoint presentations. We provide actionable insights, help teams make decisions, and remove roadblocks. If a recommendation can't be implemented within 30 days, we don't make it.
02
Structured Products Team
A dedicated team, led by a Product Director, now ensures that strategy and priorities are coordinated centrally. This fosters better collaboration and the sharing of best practices, with a genuine breaking down of silos among teams.
03
Clarity of roadmaps
A dedicated team, led by a Product Director, now ensures that strategy and priorities are coordinated centrally. This fosters better collaboration and the sharing of best practices, with a genuine breaking down of silos among teams.
04
+10% growth maintained
Deployments are now possible across the entire customer base, marking a turning point in the standardization of the platform.