Centralizing the enterprise with sharepoint

A unified team for a unified platform

About

Playboy Enterprises, Inc. (PEI) is one of the most recognized and popular consumer brands in the world.

Through licensing agreements, the Playboy brand appears on a wide range of consumer products in more than 150 countries as well as on retail stores and entertainment venues.

Challenges

Challenges

Much of the company’s assets and information were decentralized, in multiple formats and locations, e.g. spreadsheets, notepads, personal rolodexes and laptops.

Playboy’s new bearing required a centralized platform which allowed the team to work in a seamless and collaborative environment that would improve communications between departments, optimizing workflows, sales cycles and improving overall productivity.

Some of the challenges were:

  • Highly dependent on email communication attachments and conversations.
  • No way to keep track of client and prospect conversations all data was dispersed on spreadsheets or personal rolodexes.
  • No way of sending company-wide communications.
  • Knowledge transfer was difficult, if not impossible.
  • All digital assets and documents were dispersed.

In addition to having trouble managing company digital assets, the licensees were having a hard time navigating through Playboy’s Licensee Platform which represents more than $900 million dollars in global retail sales.

Before
After

Challenges

Our Approach

Under the technical leadership of Playboy, it was decided to implement Microsoft’s SharePoint platform that would serve both as an intranet – for all internal communications, CRM and document management; as well as an extranet to be used by licensees around the globe.

Challenges

More than JUST development

From the get-go, our engagement managers along with Playboy’s technical leadership began the requirement gathering process by interviewing key members of the organization which resulted in multiple business processes being mapped in order to optimize the way the company communicated both internally and with its licensees.

Challenges

Unified team for a unified platform

With all the processes mapped and in place, the team had recurrent meeting with project stakeholders – onsite and at ArkusNexus's office – to clearly define deliverables and project timelines. The ongoing feedback, iterations and overall single team mindset between Playboy and ArkusNexus, led to valuable conversations that kept everyone focused on the final result.

From the get-go, it was clear that this was not going to be a traditional SharePoint project. In order to meet Playboy’s expectations, the team worked with the company CIO to design a roadmap that would allow the platform to become an enabler for growth. In order to maximize results, ArkusNexus, implemented a Technical Engagement manager that worked closely with the CIO who quickly became a Nexus between Stakeholders, Collaborators and Builders.

“The team took ownership of the project from day 1 – suggesting features and new ways to utilize the platform, always aligned with the company goals”

Challenges

The Outcome

Playboy achieved to develop its intellectual property on top of SharePoint Platform that not only centralized communications and digital assets, but gave powerful control and management of it's global licensing revenue channel back to its stakeholders.

The platforms gives power back to its users and most of all in a much safer and protected manner. By eliminating data redundancies, unifying disparate systems, connecting collaborators and stakeholders, securing digital assets into a single repository, the platform in itself greatly reduces loss of capital while maximizing organizational output.

  • Production phase
  • 120 users in training
  • Support stage
  • Technologies.
  • Microsoft SharePoint 2013
  • Microsoft CRM Dynamics
  • MongoDB
  • Skype Server 2015 SDK
  • JavaScript
  • Angular.js
  • Team composition
  • 6 Software Engineers
  • 1 QA
  • 1 UX / UI Engineer
  • 1 Engagement Manager

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Roadmap Co-development From Legacy Integrations to R&D

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