Most requirements engineering (RE) process improvement approaches are
solution-driven and activity-based. They focus on the assessment of the RE of a
company against an external norm of best practices. A consequence is that
practitioners often have to rely on an improvement approach that skips a
profound problem analysis and that results in an RE approach that might be
alien to the organisational needs. In recent years, we have developed an RE
improvement approach (called \emph{ArtREPI}) that guides a holistic RE
improvement against individual goals of a company putting primary attention to
the quality of the artefacts. In this paper, we aim at exploring ArtREPI's
benefits and limitations. We contribute an industrial evaluation of ArtREPI by
relying on a case study research. Our results suggest that ArtREPI is
well-suited for the establishment of an RE that reflects a specific
organisational culture but to some extent at the cost of efficiency resulting
from intensive discussions on a terminology that suits all involved
stakeholders. Our results reveal first benefits and limitations, but we can
also conclude the need of longitudinal and independent investigations for which
we herewith lay the foundation
