Customer-Facing Mobile Application
- Type
- Enterprise case study
- Employment context
- Former employment, delivered with teams
- Employer
- Tarım Kredi Teknoloji
- Period
- April 2023 – April 2026 (period of employment)
- My role
- Led product direction and delivery on the employer side: journey priorities, release scope, and coordination of the UAT, pilot and live stages.
- Domain
- Customer Engagement
- Team
- Designed, built and tested by the in-house software, analysis and testing teams, with campaign and content input from business teams.
- Evidence
- No figures are published. No screenshots or internal architecture details are shown.
Enterprise project undertaken during my employment. The platform is owned and operated by the respective organisation; my contribution is described below.
This is a case study of an enterprise customer-facing mobile application delivered through Gönenç Türkekul's former employment at Tarım Kredi Teknoloji. The app gives customers of the group's retail business one mobile channel for campaigns, product information and notifications, managed centrally by internal teams. The page describes the problem of scattered customer communication, what the team delivered, which outcomes are not claimed and his specific role in priorities and release coordination. The app belongs to the organisation that runs it.
A retail brand on the phone
The application is the customer-facing side of Tarım Kredi Market, the group's retail business. Customers already met the brand in its stores; the app was meant to give them a direct digital channel for campaigns, product information and notifications. The group's technology company, where I worked, built and ran it alongside the other retail systems.
How customers were reached
Customer communication was less centralised. Campaigns, product news and announcements reached customers through different routes, and there was no strong mobile-first channel that the business could manage from one place. That made it harder to keep messages consistent and to reach customers directly, at the moment a campaign or announcement mattered to them.
The problem to solve
The business needed a coherent mobile channel that customers would find useful and that internal teams could update without friction. The challenge was to decide which customer journeys mattered most, keep the app connected to what was happening in the stores, and set up a way for campaign and product content to be managed centrally.
What the app covers
The team delivered a mobile channel for campaign communication, product information and notifications. Campaign, product and notification management was centralised, so internal teams could manage customer-facing content from one place. Specific customer journeys, analytics and integration mechanisms are not described in detail on this page.
Capabilities in scope
- Campaign communication
- Product information
- Customer notifications
- Central management of campaigns, products and notifications
- Mobile access for customers
My role and the team's
The in-house software, analysis and testing teams designed, built and tested the application, and business teams shaped the campaigns and content. I led product direction and delivery: setting priorities for the customer journeys, defining the scope of each release, and coordinating testing and release with business and technical stakeholders.
My part
- Product vision, roadmap and prioritisation
- Release scope definition
- Coordination of UAT, pilot and live transitions
- Stakeholder alignment across business and technical teams
The team’s part
- Mobile design and development
- Requirements analysis
- Testing and release
- Campaign and content input from business teams
Trade-offs and constraints
A customer app competes for space on people's phones, so it has to be useful from the first release. That means choosing a small number of journeys and doing them well rather than covering every idea. On the inside, content management had to let business teams run campaigns without depending on developers for every change.
Coverage and intended value
- Documented coverage
- Serves as the customer-facing mobile channel of Tarım Kredi Market, according to the CV.
- Intended value
- a direct mobile channel to customers, campaign, product and notification management in one place, and a stronger digital touchpoint. Earlier descriptions said customer interaction increased; no measured baseline is published, so no increase is claimed here.
What I learned
A customer channel is judged by the customer, not by its feature list. I learned to anchor scope in a few real journeys and to treat content operations, meaning who publishes what and how quickly, as part of the product. An app that the business cannot update easily soon goes quiet, however good its first release was.
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The case in four stages
- BeforeCampaigns and product news reached customers through scattered, less centralised routes.
- DecisionCreate one mobile-first channel, managed centrally and scoped around key customer journeys.
- SystemA mobile app for campaigns, product information and notifications, with central content management.
- ChangeCustomer communication runs through one managed channel instead of scattered routes.
Drawn route of the case. The platform belongs to the organisation, so no screens are shown.
Technical, operational and managerial
Technical
The app delivers campaign and product content and notifications to customers' phones, managed from one central place. Release management covered how new versions were tested and released. The specific integration mechanisms and technology stack are not published here.
Operational
Day to day, business teams publish campaigns, update product information and send notifications. Centralising these tasks means one team can keep customer messages consistent instead of coordinating several separate channels.
Managerial
My part was deciding which journeys came first, agreeing release scope with business stakeholders and coordinating testing and release. The general principle was to keep each release focused, so the channel could be useful early and be extended later.
Questions answered
How was the mobile channel connected to retail operations?
The app serves as the customer face of the group's retail business and carries campaigns and product information related to its stores. The technical integration details are not published here.
Which customer journeys mattered most?
The sources name campaign communication, product information and notifications as the core. The general approach was to focus early releases on a few journeys customers use regularly, rather than covering every idea at once.
What was the team's delivery role?
The in-house software, analysis and testing teams designed, built and tested the app. Gönenç Türkekul led product direction and delivery: priorities, release scope and coordination of testing and release. The app belongs to the organisation that runs it.
Did the app increase customer interaction?
Earlier descriptions said so, but no measured baseline or KPI definition is published. This page therefore describes the app as supporting a mobile customer channel, without claiming a specific increase.
Facing a similar change?
If your organisation is planning a change like this one, I am glad to talk it through.