Sharper growth prioritisation
The business identified high-value opportunities and moments of influence across the journey
Our work
Rethinking print growth for a new buying reality
A global IT leader needed to understand how the office print journey had evolved as decision-making became more complex and less brand-led.
With covid and economic uncertainty fundamentally reshaping how business buy and sell, the client needed a clearer view of increasingly complex decision-making processes and how to influence customers more effectively across the path to purchase.
Sector:
Technology
Market:
Global
Expertise:
Customer Journey Mapping, B2B Insight, Go-to-Market Strategy
The Challenge
The client recognised that traditional assumptions about the office print customer journey were no longer fit for purpose.
Hybrid working, economic pressures and digital-first buying behaviours had fundamentally changed how purchase decisions were made, creating a more fragmented and less linear journey involving multiple stakeholders and channels.
The business needed a robust, evidence-based understanding of how decisions were really being made across global markets.
Our approach
We rebuilt the end-to-end customer journey from the ground up using a large-scale global research programme.
Our work combined quantitative research with qualitative stakeholder interviews across multiple international markets to map:
- Decision-maker and influencer dynamics
- Key journey touchpoints and triggers
- Moments of truth across the purchase process
- Differences between purchase type and customer needs
This created a comprehensive view of how organisation evuated, selected and purchased office print solutions in an evolving commercial environment.
The Results
Improved commercial targeting
Insights refined how and when services and solutions were positioned to customers
Stronger partner strategy
Research clarified where channel partners added value during the buying process
The bold decision
Rather than relying on a traditional linear “buyer-journey” model, we reframed the market through four distinct types anchored in urgency, complexity and risk.
This fundamentally changed how the client prioritised investment, tailored messaging and activated the right channels at the right moments across the customer lifecycle.