The New Buying Experience
is a digital transformation of the way Autodesk does business and transform the company as customer first direct business.
This is a multi-year initiative carried out in phases with a carefully planned GTM strategy to elevate the technology to support scale and next generation sales, success, and support motions with high fidelity data as well as provide customers with fully digital and self-service purchase options and subscription management features
My Role
In this massive Digital Transformation, I am product leader for Sales and Customer Data product lines, I led development of many 0-1 features in the Customer Data product line , that were fundamental to the launch of the New Buying experience. In my role, I conducted user research, market research , designed MVPs and oversaw the product lifecycle from ideation to launches.
In my role I worked with various stakeholders from Sales, Success, Marketing , Finance, Partners, to build centralized products that meet various enterprise needs.
I led multiple product launches in phases to support the launch of the program, focusing on simplifying infrastructure and scaling services , modernizing enterprise customer data stack and finally launching the New Buying experience with carefully planned GTM strategy.
With scalable MVP approach the program was divided into three massive phases that focused on Technology , Data and functionality where with each phase users got access to new features and legacy features were retired.
Approach
Phase 1 - Key Highlight 1 :Tech Standardization
Product Vision : Micro-service integration platform supporting high direct order transaction volume between Salesforce CRM and Order entry systems with real time sync and
Goal
Retirement of 100% key monolithic services in order workflows and new scalable micro-services routed via in-house integrations platform
Standardized Service Contract Model in CRM
MVP
Functional platform built on AWS supports transactions on Salesforce CRM without errors, routing prioritized integrations from salesforce CRM to the new platform, without deterioration to existing production workflows
Impacted Personas
Applications and systems
Business Admins
Developers and architects
Dev Ops
Production support teams
Customer Support
Outcomes
100% reduction in governance errors due to long running queries
100% reduction in order transaction errors due to erroneous API workflows
1 subscription management transaction enabled on the platform for support
Release 1
Simplify Service contract and subscription data model in CRM all Direct purchases
Impacted Personas
Sales
Customer Success
Support
Success Metrics
Significant reduction in record storage in CRM
Simplified subscription management experience for Sales, Success and Support users
Phase 1 - Key Highlight 2 - CRM optimization scale
Problem/Opportunity
In order to become a direct company, we needed to reimagine and redesign one of the key technological pillars of the enterprise tech stack , so that it can support the increased load and new direct workflows
Goal and Vision : Re-wire 15 year Salesforce implementation to align with the latest industry trends , best practices and workflows, retire error prone features and experiences and increase performance of the transactional system
Outcomes and Goals
Goal : For five hero objects, reduce errors rate to meet industry standard best practices and improve system performance.
Optimize integrations to reduce errors in Create Account, Modify Account workflows by more than 90%
Optimize integrations to reduce errors in Create Contact, Modify Contact workflows by more than 90%
Optimize user experience in Opportunity management workflows
Impacted Persona
Sales
Customer Support
Customer Success
Channel Partners
Product Roadmap
Highlight
Our Initiative was featured in DF’2023 as Customer Success Story
Phase 2 - Data as a Product and Service
Vision : Standardized ,Centralized and high fidelity enterprise level customer data available real time to all users internal and external during all stages of deal lifecycle from prospecting to Buy and expand
Problem
De-centralized data, heavy duplication, lack of governance policy led to millions of records in the system with lowest fidelity and lack of trust in data, not suitable for a customer first and Direct business model.
Goal and Vision : Build next-gen, enterprise level customer data product to meet the needs of business for internal and external users, implement industry standard best practices for data creation, maintenance and data governance
Products
Unified Search Before Create
Merge Orchestration Engine
Self service customer address update
Self Service account merge
Customer Financial Interaction
Business Policies defined
New definitions to protect data integrity, fidelity and data models across the enterprise landscape
New Account retention Policy - Definition of when a customer is considered as in business with the company vs when its not longer needed in enterprise systems
New Account Merge Policy - Definition of Survivors and Victims in a duplicate data set.
OKRs
Objective - Retire legacy SBL and MDM implementation
KR1 : 100% integrations migrated from SBL to Salesforce
KR2 : 400 customer support users migrated from SBL to Salesforce
Objective - Build best in class Customer data product for the enterprise
KR1 : Implement new user and integration workflows to identify existing organization
KR2 : Reduce net new duplicate accounts created in the enterprise systems.
Objective - Increase trust in customer data
KR1 : Retire 100% legacy merge rules and implement net new rules
KR2 : Archive all accounts identified as out of business
Impacted Persona
Sales
Customer Support
Customer Success
Channel Partners
Finance
Legal
Customers
Product Roadmap
MVP
New Search Before Create account feature for Support users
Integration migration from SBL to SFDC
support user workflows built in SFDC
Release 1
Expand new Search before create feature to Global Sales users , plug in all sales workflows.
Retire legacy merge rules in Siebel and S4, build new rules in SFDC
Release 2
Onboard external users to new Search before create
Account cleanup in enterprise
Phase 3 - New Self-Service workflows and Product GTM launch
Goal and Vision : Launch the New Buying experience to market with new infrastructure, elevated data quality and experiences and new self-service workflows.
OKRs
Objective : Grow direct revenue in mature markets.
KR1 : Launch CPQ for Partners enabling direct sales
KR2 : Launch CPQ for internal sales enabling direct Lead to Cash sales motions
Impacted Persona
Sales
Customer Success
Partners
Customer Support
Customer Finance Support
GTM Strategy
The approach selected was to launch the transformative product into a market with less revenue impact and then scale with learnings to major markets.
