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FOUNDATIONAL RESEARCH

Our ecosystem includes several types of partner sellers, including 1-Tier (direct purchasers), 2-Tier (indirect purchasers), and distributors. Each partner type also has distinct categories with unique needs.

 

Mid-sized and smaller partners typically prefer using Cisco tools exclusively, while larger partners often rely on their own systems and favor API integrations. As we designed our experiences, we ensured that a strong point of view on independent API delivery was a core part of our strategy.

DESIGN STRATEGY

To be effective, we needed to build a modular set of commerce capabilities within a single, interconnected platform. One that spans all digital channels and remains flexible enough to meet the diverse needs of our users.

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Shared service layers would enable behavioral and telemetry data to flow across the platform, allowing users to seamlessly navigate between digital properties while the system maintains contextual awareness of who they are and where they are in their purchasing journey.

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KEY STRATEGIC PRINCIPLES

  • Leverage Cisco SSO to recognize users at all phases: "by knowing who I am and what products I have, this system makes it so much easier for me to make informed scaling decisions"

  • Contextual recommendations across the entire customer lifecycle: By understanding who the customer is, what they already own, and what similar customers are purchasing, we create a strong starting point for new purchases, cross-sells, and renewals.

  • Shared data layers use telemetry and previous session data to enhance product offerings and streamline the purchasing process.

  • Modern, modular components adapt based on user type, enabling scalable solutions instead of bespoke experiences for each user group.

  • Automated offer eligibility checks reduce the need for manual compliance verification and enable preconfigured solutions.

SCOPE DEFINITION AND USE CASES

Once we defined our users and overall strategy, we selected a starting point and began designing. With leadership alignment, we integrated commerce functionality into our PX Cloud product, allowing us to move forward with IA, flows/wireframes, and visual concepts.

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PROJECT GOAL

Design a unified commerce platform for Cisco customers and partners, enabling them to purchase, manage, renew, and expand their products and services through a single, seamless, and modern experience.

MY ROLE: PRODUCT DESIGN + STRATEGY

  • Design strategy & product vision

  • Design deliverables - e2e 

  • Managed research planning and execution 

  • Led executive design reviews

  • Stakeholder engagement: Director and VP levels 

  • Mentored the working team of 10 designers, strategists and researchers

CISCO COMMERCE RE-ENVISIONED

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DISCOVERY

The scope was massive, literally billions of dollars in annual sales across all routes to market. Job #1: Analyze and understand the different experiences and current states.
 

Partners account for 90% of Cisco’s business, and our research revealed widespread dissatisfaction with their existing tools. So, we started where it mattered most—the Initial Purchase experience for Partners.
 

To fully understand the current journey, we conducted an in-person workshop with 10 teams and 30 participants. Together, we mapped the true end-to-end journey, including all backstage processes required to release a new offer into the market.

“This is the most important area to improve effectiveness. Cisco Commerce Workspace (CCW) is so complicated and should be made a lot easier. I avoid using it if I can.”
Karl - Cisco Reseller

PAIN POINTS

  • Fragmented experiences for pre & post-purchase

  • Manual & Complicated; not contextually aware

  • Different platforms for different user types

  • Outdated tech and disconnected systems​

BACKGROUND

Cisco offers multiple routes to market for its products, each with its own distinct commerce experience. Customers, internal sellers, and partners all use different tools—most of which are outdated and disconnected. The result is a fragmented, complex, and inefficient system.
 

For a company generating billions in revenue, these inefficiencies and lost opportunities are substantial.

Cisco's commerce experiences are outdated and disjointed; they do not meet the needs of modern consumers or the business.

PROBLEM STATEMENT

IA_PXC

INFORMATION ARCHITECTURE

  • Audit the current PX Cloud app.

  • Identify necessary new functionality.

  • Establish a POV on connection points between new and existing areas.

  • Redesign by integrating a full suite of commerce functionality, branded as Sales Hub.

USED CASES + FLOW + DESIGN

Use Case Prioritization Criteria:

  1. Detailed user needs – focus on 1-Tier and mid-sized partner tasks.

  2. Offer definition – determine which offers to support.

  3. User flow definition and prioritization – identify and rank critical workflows.

Start Designing:
With these elements defined, we began by mapping high-level flows, then progressed to mid-fidelity wireframes, which we converted into prototypes for user testing and executive storytelling.

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AI ASSISTANT

We introduced an AI assistant (chatbot form) to address a major pain point partners faced when searching for product information. Previously, they had to sift through data sheets or rely on external sources like Google to find what they needed. With the AI assistant, all relevant details were available directly within the platform, eliminating frustration, speeding up research, and creating a more seamless, efficient experience.

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VISUAL DESIGN CONCEPTS

The introduction of commerce functionality required many new components. Given the POC state of the PX Cloud application, this became an opportunity to explore a new visual theme.

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Our visual designers used this moment to reimagine the overall design language, developing three distinct visual concepts for a more cohesive and modern experience.

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RESULTS

  • 60% reduction in clicks

  • 50% CSAT/NPS score increase

  • 45% Decreased time-on-task

  • ​900 research participants

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“This work helped highlight how the future eCommerce experiences needed to be implemented and how it could be done quickly. The go-getting nature of the team and quality of result was impressive. Jupiter was key in driving that work.”

 

Elissa - SVP of CPX Engineering

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