BMC Software, a $2.2 billion leader in enterprise IT software development, employs ~6,000 people globally. Formed in the late 1970s by three computer programmers, BMC’s recent growth has been explosive, as it’s acquired more than 30 companies from the mid-1990s to today.
This kind of growth can wreak havoc on a brand and on the unified customer experience it offers. Given the organization’s evolution, with so many disparate products and services, BMC had no single agreed-upon target customer. As is common with organizations of this size, they had too many customer personas to effectively inform the creation of content and experiences. Content was product-focused, and the BMC brand experience was fragmented. On privatizing in 2013, BMC knew they had to find a way to deliver on the brand and their point of view through the experiences they created online.
Outside-in approach delivers utility for customers
BMC needed to transform the organization and shift their collective mindset to put the customer at the center of their thinking, brand messaging, communications, and digital experience. They partnered with us to rethink the way they deliver utility and content online, across the B2B buyer’s journey.
We chose Connective DX based on their depth of expertise in the customer-centric approach, especially needed in the complex sales process. We made the right choice and are so happy to have them as a partner.
Mark FriesPrincipal Strategic Marketing Manager
Narrowing in on the primary customers’ mindsets
The initial engagement kicked off with a multi-day workshop to gain alignment on the key target customers spanning all of BMC’s product lines. The Connective DX team worked across key product groups at BMC, discussing and distilling the existing 30+ varieties of target customers to identify two primary mindsets for digital experience users, regardless of the product line. The two customer types diverged primarily in the way they think. And these two mental models needed to be addressed differently in content, needs and interaction with the site:
- Decision-maker, who thinks pragmatically and needs detail
- Influencer and approver, who wants to solve strategic business needs
Customer needs drive content strategy
In addition to being a helpful communication and alignment tool, the user flow diagrams led to more specificity around the different types of pages and content that were needed. Understanding the target audience mindset and motivations, roadblocks, and content consumption habits, the next step was to create the content model, primarily for content around BMC’s products and service offerings.
The user experience comes to life
We designed the digital experience from the foundational standpoint of content and started with the simplest presentation, on a mobile device. The content model described the key page types that were required. Once the page architecture was defined through responsive wireframes it was easily and efficiently scaled up for desktop and other experiences.
What's next for BMC?
Following the site re-launch and a subsequent brand rollout, our Experience Analytics & Optimization team continues helping BMC align other areas of the website. The first project focused on high-touch areas of the site, including the home page, category pages, and detailed product areas. BMC also plans to replace the foundational content management system in 2015, so they can address growing digital needs globally.
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