B2B Platform Strategy

Case StudY πŸ”’

Strategist

BP

Q3 - Q4 2017

πŸ€”

Problem

BP wanted to improve their service offerings, make their clients’ and customers’ lives easier, and improve their the ecosystem that surrounded legacy platforms.

They wanted a new B2B digital strategy that would delivered a better overall customer experience, while further supporting their future business growth.

‍

Team
SENIOR STRATEGIST + πŸ‘¨πŸ½ STRATEGIST
TECHNOLOGY LEAD
BUSINESS TEAM

🎯

Goals

  • Illuminate system / workflow friction
  • Validate audience segments
  • Provide technical recommendations
  • Define a roadmap for implementation

πŸ‘¨πŸ½β€πŸ’»

Responsibilities

πŸ’Ž

Solution

The over-arching strategy we recommended was to Unify and Simplify when it came to the platforms going forward. This principle will would through everything we recommended – from updates to the platforms themselves to shifts in the way we organize people and reorder process.

We wanted BP to create a unified and simplified experience, the output of which of which would be clarity for BP as they work to deliver the right product to the right people at the right time in the right way.

The Right Product

  • Responsive, intuitive and easily accessible
  • Provides relevant information and data
  • Fosters decision-making/aids in key business functions


The Right People Β 

  • Jobber internal staff
  • Jobber field reps
  • Site owners
  • Site managers

‍
The Right Time

  • Real-time (allocation, supply, pricing, etc.)
  • Historic (invoicing, etc.)

‍
The Right Way

  • Jobber offices
  • Jobber mobile devices
  • On-site mobile devices
  • Site back-office


No items found.

🚧

Challenges

False Promises

As we engaged with BP's clients and customers of BP, we began to pick up traces of broken agreements that more we uncovered that promises of 'change' and 'new beginnings' had been conveyed for years - but little had

‍

Dated Technology

The biggest takeaway for us at this point was how dated some of the products and systems felt. We were also able to confirm that all tools had limited integration opportunities based on how their tech stack.

βœ…

Steps

In order to grow in our understanding of the customers while also assessing the capabilities of BP’s digital platforms, we set out upon two primary stages:


‍Discovery‍

In Discovery, we aimed to speak with both external and internal stakeholders, while also analyzing and evaluating the various digital platforms. Starting off, we conduct in-depth interviews with BP stakeholders to learn about their core 9 B2B products. We also performed a technical audit to understand what integrations would be possible down the road, in addition to a heuristics audit. We followed this up with 189 touchpoints with customers and clients of BP which included: 103 survey responses (3.14% response rate), 4 ethnographic studies, 5 focus groups, and 30+ interviews.

‍
‍Strategy

Within our Strategy phase, we aimed to launch our Strategy phase, which takes the findings from the previous phase and developed audience personas and strategic recommendations going forward. From there, we created an Insights Playbook, which contained our findings, recommendations, and an roadmap to implemented.

‍

Insights Playbook

‍

πŸš€

Outcomes

The overarching strategy we recommended was to Unify and Simplify when it came to the platforms going forward. This principle will would through everything we recommended – from updates to the platforms themselves to shifts in the way we organize people and reorder process.

We wanted BP to create a unified and simplified experience, the output of which of which would be clarity for BP as they work to deliver the right product to the right people at the right time in the right way.

To implement this strategy of unification and simplification, we recommended that BP undergo changes across three pillars: organization, process, and technology.

Organization:

Key digital stakeholders from within and outside the organization, as well as the way that those people are organized, involved, authorized and empowered to act within the digital sphere.

‍

Process:

Any processes related to the flow of data and/or information, not only within the digital platforms, but also between and amongst the various digital stakeholders.‍

‍

Technology:

Capabilities and functions offered by the digital platforms, as well as the background technologies that foster the organization and flow of data and information within the digital landscape.