The Problem
# Rethinking Digital Customer Experience for B2B Sales
Even in B2B commerce, buyers increasingly crave self-service over heavy-handed sales relationships. At a global retailer, sales leaders challenged themselves to rethink how they segmented and served small wholesale accounts to elevate the digital customer experience and reduce overhead costs. Propeller was brought in to help leaders identify and align on investment opportunities to improve the end-to-end experience and enable the business to responsibly transition to a leaner sales force over time.
The Approach
# Driving Alignment, Defining Solutions, Developing Prototypes
First, Propeller worked to understand buyers’ goals, motivations, and expectations through persona development. To visualize common pain points, we mapped the current state digital journey. Then, through the facilitation of a cross-functional workshop with senior leaders, we aligned on a customer experience vision, a blueprint for solution options, and priorities for the fiscal year. We set up a governance model to manage the roadmap, developed prototypes, gathered product requirements, and identified pilot opportunities to test with customers. We also provided expertise on how to stand up a voice of the customer (VoC) program to get ongoing feedback on early prototypes and understand the context of customer interactions across digital channels.
# Services Provided
- Design Workshop
- Customer Research
- Personas + Journey Mapping
- Service Design
- CX Strategy + Roadmap
Value Delivered
# Visualizing the End-to-End Customer Experience to Aid Prioritization
The personas and service blueprints gave sales leaders the ability to visualize the end-to-end customer experience. This helped them gain alignment and force rank solutions to prioritize. Propeller identified and prioritized 13 solutions in a roadmap, and prototyped and tested one solution — a financial dashboard. To further progress, technical and business teams were assembled to determine a pilot strategy and product requirements and dependencies were documented in an executable product backlog.
+35
Cross-functional leaders engaged in workshop
13
Solutions identified and prioritized in roadmap