Shopping cart
Addressing the purchasing needs of a server and data-center customer
Project overview
Shopping cart is the purchasing platform for Atlassian's data center and server products. As a purchase funnel platform, shopping cart reflects the company wide initiatives and state of the products and pricing cohesively in one view and enables a smooth and consistent buying experience.
Role
Designer, Commerce
Stakeholders
Cross-platform teams with 40+ stakeholders including product managers, engineers, designers, content designers, finance, business, legal, sales, go-to-market and executive leadership
Project duration
July 2020 - May 2021
Problem statement
The company wide initiative to stop selling new server licenses in 2021, turned the focus on migrating those customers to cloud or data center. As company's initiatives changed, we needed to design a unified and consistent purchase experience to encourage customers to move to cloud.
Approach
As design representative of shopping cart, my role was to engage continuously with the product, business, finance and legal teams to focus on the new initiatives, product changes and promotions and making sure we're translating those information to the purchase platform while providing an un-disruptive and consistent experience.
This included initiatives such as keeping customers informed when their prices would be changing, if they're eligible for any discounts, data residency, priority support and multiple initiatives to encourage them to move to cloud. Since there was an inflow of initiatives, the aim was to prioritise and release while keeping the experience cohesive.
Pre-emptive announcement regarding the changes (~2 months)
The primary objective of Phase 1 was to inform any new customer visiting shopping cart after announcement regarding the changes happening on Feb 2021. It was beneficial to release the timelines and link the migration resources from all the touchpoints in shopping cart. If customers are still willing to purchase server products while being informed of the support, they would be able to place an order.
Free cloud migration trial for Medium and Enterprise customers (~3 months)
To encourage medium and enterprise customers to switch to cloud, we enabled one year free cloud migration trial for the eligible customers. I made different customer personas to ensure the right customers are seeing the most helpful offer for them in the platforms.
Renewals and upgrades prompts (~3 months)
Creating a friction during renewals and upgrades was important for the customers, the approach to experience was to create just enough friction to remind them about the support being ended and encourage to avail the free discounts but not hamper their existing experience.
Increasing user tiers limit for cloud products and enabling Annual purchase (~9 months)
The enterprise customers have separate needs we needed to support in cloud in order to enable their migrations - the two primary objectives in the next release was to support a higher user tier in one site and to enable annual billing of our cloud products. We needed to make sure the annual subscription purchase integrates into the monthly subscription well and provides a cohesive experience, while catering to the needs of an enterprise customers.
The experience started from the subscription management platform, where customers can choose to get a quote, contact sales and turn to an annual billing cycle. We started with fleshing out the entire customer journey with renewals, purchase, quoting - since enterprise customers need a quote before a purchase and prioritised each functionality. The first release encompassed one year renewals, which was further extended to two years and then auto-renewals in the new Billing console.
Priority support changes
As part of the migration product changes, Priority support was decided to be offered for free for all of the medium and enterprise data center customers. The aim was to refund the customers who have purchased it recently and are eligible for free Priority support, as well as to remove it from all our purchasing experiences for a medium and enterprise customer, defined as with user tier being more than 250.
Effectively stopping the sale of all server products (~3 months)
As the platform matures, all the server products would effectively be removed from the purchasing experience. Since server customers renew annually or bi-annually, my approach was to keep showing the server products, but disable them and navigate any new potential customers towards either migration resources or data center and cloud options.
Conclusion
There you have it, throughout multiple executive and stakeholder meetings, we were able to prioritise, navigate, incorporate and consistently deliver a cohesive purchasing experience. The shopping cart lives on this link: https://www.atlassian.com/purchase/
Impact
Majority of our customers, went through the shopping cart experience - renewal and upgrade process to visit cloud migration resources. Most of our small and medium customers started their cloud journey from the purchasing experience, while discovering all the discounts and support being offered to them through the shopping cart journey. The enterprise customers leaned towards generating quotes and discovering the multi year discounts being offered to them, while consistently converting with the availability of annual billing cycle and higher user tier in cloud.
Learnings, feedback and growth
This was a massive project which finessed my chops on deconstructing a huge problem statement into smaller initiatives, prioritising and reprioritising them with time and customer obsession. It gave me a firsthand opportunity to collaborate with multiple teams to build a cohesive, integrated, cross-platform experience.