Microsoft Office Lifecycle Transformation
Reimagining the end-to-end customer experience.
Problem
Problem
Problem
With the transition to cloud-based software models, Microsoft's dominant Office productivity suite faced unprecedented growth challenges and revenue stagnation.
The business relied on the 'attach' sales model - acquisition through secondary sales bundled with devices - which had already reached a ceiling. At the same time, the recent shift to subscription product models was calling into question the fundamental value equation for users who, for the first time, had to be converted as ongoing 'service users', not one-off 'product purchasers'.
With the transition to cloud-based software models, Microsoft's dominant Office productivity suite faced unprecedented growth challenges and revenue stagnation.
The business relied on the 'attach' sales model - acquisition through secondary sales bundled with devices - which had already reached a ceiling. At the same time, the recent shift to subscription product models was calling into question the fundamental value equation for users who, for the first time, had to be converted as ongoing 'service users', not one-off 'product purchasers'.
With the transition to cloud-based software models, Microsoft's dominant Office productivity suite faced unprecedented growth challenges and revenue stagnation.
The business relied on the 'attach' sales model - acquisition through secondary sales bundled with devices - which had already reached a ceiling. At the same time, the recent shift to subscription product models was calling into question the fundamental value equation for users who, for the first time, had to be converted as ongoing 'service users', not one-off 'product purchasers'.
[Left] A concept sketch of the 'Living Office'. [Right] Matt Whale and Lara Dolz hosting an ideation workshop.
From transactional customer 'journeys' to holistic 'lifecycle' relationships.
Reframe
Reframe
Stepping into the customers shoes through deep ethnographic exploration allowed the business to see their challenge in a fresh light. The problem was not how to drive growth through increasing Office 'sales', but rather how to reset the value equation for Office by helping it's users realise it's full capabilities.
Addressing this required a strategic shift towards deeply understanding the evolving customer needs throughout their lifecycle. Repositioning Microsoft Office as not a product to buy, but a vital ecosystem of tools and services, helping you achieve whatever matters in life at that moment.
Stepping into the customers shoes through deep ethnographic exploration allowed the business to see their challenge in a fresh light. The problem was not how to drive growth through increasing Office 'sales', but rather how to reset the value equation for Office by helping it's users realise it's full capabilities.
Addressing this required a strategic shift towards deeply understanding the evolving customer needs throughout their lifecycle. Repositioning Microsoft Office as not a product to buy, but a vital ecosystem of tools and services, helping you achieve whatever matters in life at that moment.
Stepping into the customers shoes through deep ethnographic exploration allowed the business to see their challenge in a fresh light. The problem was not how to drive growth through increasing Office 'sales', but rather how to reset the value equation for Office by helping it's users realise it's full capabilities.
Addressing this required a strategic shift towards deeply understanding the evolving customer needs throughout their lifecycle. Repositioning Microsoft Office as not a product to buy, but a vital ecosystem of tools and services, helping you achieve whatever matters in life at that moment.
A sketched image of one of the strategic concepts, used for concept illustration and testing during the project.
Solution
Solution
Microsoft redefined its growth challenge, focusing on consumer engagement and retention by transitioning from one-time purchases to a service-based approach for Office.
This led to the creation of the 'Living Office' engagement model, aimed at driving incremental growth and usage. We sought to optimise customer interactions with Office at every touchpoint, providing effortless inspiration and resources. This approach continuously demonstrates Office's capabilities, ensuring customers have the right tools at their fingertips.
Microsoft redefined its growth challenge, focusing on consumer engagement and retention by transitioning from one-time purchases to a service-based approach for Office.
This led to the creation of the 'Living Office' engagement model, aimed at driving incremental growth and usage. We sought to optimise customer interactions with Office at every touchpoint, providing effortless inspiration and resources. This approach continuously demonstrates Office's capabilities, ensuring customers have the right tools at their fingertips.
Microsoft redefined its growth challenge, focusing on consumer engagement and retention by transitioning from one-time purchases to a service-based approach for Office.
This led to the creation of the 'Living Office' engagement model, aimed at driving incremental growth and usage. We sought to optimise customer interactions with Office at every touchpoint, providing effortless inspiration and resources. This approach continuously demonstrates Office's capabilities, ensuring customers have the right tools at their fingertips.
Impact
Impact
The new model marked a customer-centric revolution in Office retail, encompassing a full executional roadmap.
It included tactical quick-wins for immediate in-store impact and Australia-specific in-market trials. Moreover, these solutions were not isolated; they were integrated into the global Office product roadmap, ensuring a cohesive strategy that balanced local innovations with overarching global product development goals, all while keeping the customer's needs at the forefront.
The new model marked a customer-centric revolution in Office retail, encompassing a full executional roadmap.
It included tactical quick-wins for immediate in-store impact and Australia-specific in-market trials. Moreover, these solutions were not isolated; they were integrated into the global Office product roadmap, ensuring a cohesive strategy that balanced local innovations with overarching global product development goals, all while keeping the customer's needs at the forefront.
The new model marked a customer-centric revolution in Office retail, encompassing a full executional roadmap.
It included tactical quick-wins for immediate in-store impact and Australia-specific in-market trials. Moreover, these solutions were not isolated; they were integrated into the global Office product roadmap, ensuring a cohesive strategy that balanced local innovations with overarching global product development goals, all while keeping the customer's needs at the forefront.
"I have worked with How To Impact over two corporations and multiple projects and can recommend them to anybody looking for help on utilising innovation thinking to clarify their business directions or to build solutions to fuel growth in an organisation. "
"I have worked with How To Impact over two corporations and multiple projects and can recommend them to anybody looking for help on utilising innovation thinking to clarify their business directions or to build solutions to fuel growth in an organisation. "
Darren Ryan, Director PC Category Management, Microsoft APAC
Darren Ryan, Director PC Category Management, Microsoft APAC
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