An omnichannel transformation to capture the growing home care equipment market
Goed Zorgwinkel is one of Belgium's best-known specialists in home care equipment; an organisation people turn to when looking to buy or rent care & rehabilitation equipment like wheelchairs, sickbeds, and incontinence materials. The company operates in a market that keeps on growing, and leadership wanted to capture as much of that growth as possible. Doing so meant engaging into a full transformation of both the business processes running the organization and the digital platforms supporting them.
The challenge: setting up Goed for good
When Goed Zorgwinkel reached out to Craftzing back in 2023, the company had to answer a question it had never needed to ask: what kind of company did it want to be?
For years the organisation was fully integrated into Christelijke Mutualiteit (CM, the Christian Mutual Insurance Fund), a foundation that gave it a trusted brand, a loyal member base and a shared mission around care. As Goed evolved into an independent private company serving a wider audience, while remaining part of the CM ecosystem, that same foundation became a new starting point.
At that same time, the market was shifting. Belgium's population has been ageing for decades and more people than ever want to keep living at home, pushing steady growth into the demand for wheelchairs, crutches, sickbeds, compression stockings, incontinence material, ... . That growth pulled in new kinds of competition, from online retailers adding care products to their catalogues to private providers entering the market.
Goed's board decided that half measures would not capture that changing market. Winning a fair share of a growing market meant a clear long-term vision, a validated business model, reliable business processes, a coherent enterprise architecture and a far more usable platform for customers.
In 2023, Goed and Craftzing started building all of it in an end-to-end partnership that is still running today.
The solution: a strong technological foundation turning daily friction into recurring revenue
Before the transformation, Goed had three platforms running side by side: an informative website, a webshop, and a separate rental and lending platform. None of them, however, exchanged data. Hence, customers needed to create an account for each platform, typing in the same information multiple times. In addition, prices differed across platforms and regions. Buying and renting also followed different logic. In the end, customer frustration grew and sales declined.
Bringing those three platforms together into a single one solved a great deal of the customer's problem and gave the business a single source of truth to rebuild how the company actually works.
The click-and-collect business process shows what that made possible. Not every physical store carries the full product range, so an online order did not always end in a smooth pick-up at the closest nearby store. Today an online purchase automatically moves the right product from a depot to the store the customer chose.
Behind the scenes, two ERP systems that used to run side by side without exchanging data were replaced by one integrated setup. Consequently, prices are now consistent across every region and every sales channel, while colleagues in inside sales work from one customer record instead of piecing a customer's history together across multiple databases.
It's business processes like these that sound simple, but need clear architecture to actually work. At Craftzing, we were able to redesign these processes from the ground up together with the people at Goed, because the data to support it finally lived in one place. The same rethinking went into product returns and into the balance between supply and demand, where historic and predictive data are now combined from a sales and operations planning perspective to catch shortages before they happen.
The approach: a blended team that connected business and technology
The biggest risk in a program of this size is always the distance between the people who know the business and the people who build the systems. At Goed, that distance was real before the partnership started.
Business needs were not consistently translated into clear product requirements, and the solutions that followed did not always deliver the value expected of them. Craftzing closed that gap by building a fully integrated product team inside Goed, with a Product Owner, Business Analysts, UX/UI Designers and Developers, twenty people at its peak.
The team did not deliver from the outside. It sat next to business stakeholders every day, which meant user needs, operational reality and strategic ambition were understood before development started. That produced better solutions, and it produced something harder to buy: trust, transparency and shared ownership of the outcome.
Governance was tailored to the way Goed works. Steering committees followed progress through regular demonstrations. Refinement sessions brought business stakeholders, designers and analysts together to validate concepts and make product decisions. A Transformation Manager kept every decision in the context of the wider programme, weighing product priorities against enterprise-wide impact, risk and organisational change. Decisions could be made with confidence, risks were managed early, and change was embedded in the business rather than delivered on top of it.
This is how Craftzing works. We set the strategy and carry it through the entire transformation value chain: enterprise architecture, business transformation, technology integration, experience and design, AI applications and platform development. We stay accountable for the outcome, because nothing gets lost in a hand-off between different agencies.
