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11/2/2018
1
Digital TransformationFinance 2018
Oleg Vojtíšek, Actum+
Prague, 6.11.2018
Agenda
1. Say hello to your new boss: The Digital Customer
2. How to evaluate and understand Digital Maturity?
3. How do we achieve Digital Transformation?
4. Transformation Mental Models
5. Digital transformation checklists (backup slides)
11/2/2018
2
Before we start
Digital Transformation
Is it a buzzword?
YES NO
What is it then?
▪ The idea stems from few businesses that managed to rethink the world.
▪ Uber built a taxi company without owning cars or employing drivers.
▪ Airbnb built a hospitality service without owning rooms or hotels.
▪ Media and retail (e.g. Amazon, Ebay) has been transformed by digital.
▪ We call such a business a “Digital Business”.
▪ They use digital technologies to fundamentally rethink the way businesses are done.
Path to become such a business is called DIGITAL TRANSFORMATION.
Let me give you one example…
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3
Owned film photography
In the 1990sEmployed 150,000 people
In the 2000sLargest seller of digital cameras in the US
Revenue reaching $5.7bn
2012Files for bankruptcy after 124 years of its existence
06. 10. 2010App Store
Cater to digital customers needs
03. 04. 2012Google Play
09. 04. 2012Sold for $1bn to Facebook, had a mere 13 employees
How we think about digital transformation
▪ As you see businesses come and go. Industries come and go. We’re taking more and more of business online. Businesses using
digital technology to operate more efficiently, reduce costs, go mobile.
They’re transforming, right?
No, this is different.
▪ Digital transformation isn’t about becoming more efficient. It’s not about digitizing your processes so you can save money
and increase the bottom line. Those are 20th-century ideas. They are still valid goals, of course. Managing costs and
increasing efficiency are always good objectives. It’s just that they won’t prevent disruption, and they’re not what digital
transformation is about.
▪ Companies can’t avoid disruption by simply becoming more efficient. That would not have saved Kodak, just as it could not
save travel agents, which have been wiped out by the likes of Travelocity, Expedia, and Kayak. Other companies like
Amazon, Uber, and Netflix are disrupting markets today and either putting competitors out of business or forcing them into
highly defensive postures. Every successful 20th-century company must adapt, or watch its market values stagnate while tech
start-ups command extraordinary valuations before they see even $1 in net profit.
▪ We believe that Digital Transformation (DX) offers an opportunity for strong, long-term growth through new business models, new
revenue streams, and ultimately more satisfied and engaged customers. Companies that truly transform themselves through digital
technology will become the new leaders, the “built to last” organizations of the future.
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Recap of few definitions that provide a framework for better understanding of Digital Transformation
▪ DIGITAL TRANSFORMATION
The process of evolving from analogue processes (often physical or paper-based) to 100% digital processes in all aspects of the business,
positioning the organization to be more competitive, agile, and innovative. When executed well, digital transformation enables companies to
disrupt markets, as Uber and Amazon have done.
▪ DIGITAL ENTERPRISE
A company that embraces information technology to support new business models, enable more effective engagement with the digital customer,
and ultimately capture a share of the digital customer’s wallet.
▪ DIGITAL ECONOMY
A.k.a., the Internet economy, which is quickly evolving into the mobile economy. The digital economy is a product of, and is driven by, the
empowered digital customer. To thrive, companies in a digital economy must shift their attention to these new customers.
▪ DIGITAL CUSTOMER
A person who primarily or solely uses Internet resources to research and purchase products and services, increasingly on a mobile device.
▪ DIGITAL WORKPLACE
An organization that takes advantage of digital user productivity tools to maximize employee efficiency and effectiveness.
▪ DIGITAL PLATFORM
A complete technology stack that provides the capabilities and services necessary for digital transformation.
Say hello to your new boss: The Digital Customer
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We start with changing Customer journeys…
Choosing
Purchasing
Touch Feel Features
Recommendation Comparison
Poor experience
2000
Low price
2018
Great experience in every possible
touchpoint, price is not so important
anymore
Touch Feel Features
Recommendation Comparison
Choosing
Purchasing
Comparing
Servicing
Loyalty
By 2020, customers will manage 85% of their relationship with brands without interacting with a human
Everyone is regularly checking Telco service payments. Why am I not getting personalized offers how to optimize my plan?
Usually not regularly visited, or self-care system is not existing. Why am I not getting personalized offers for prepaid channels, or watch a
movie suggestions? Because that’s the only way how to compete and catch up with online streaming services.
Currently making any changes in contracted utilities is usually very complicated. Why am I not having self-care services to change parameters
of my contract?
In my internet banking most of the operations are repetitive. Why my internet banking is not learning what I’m usually doing and not adjusting
to be more comfortable?
When I need to take my car to a regular service check, personalized communication becomes a key activity. Why am I not getting proposals of
dates and places nearby I can go to?
I’m travelling or commuting on a regular basis. Why am I not getting personalized optimization offers from transport companies how to manage
my Customer Experience well?
I’m part of many loyalty programs. Do they really offer personalized self-care to maximize my purchases? Almost all promotions are targeted
to masses. Why am I not getting a personalized loyalty offer with easy way how to claim my benefits?
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… and brands should be reflecting those changes too
▪ Today’s increasingly digital customer creates demands for new ways how to interact while brands need to succeed in an
environment that looks completely different. In a world where brand is experienced through platforms and ecosystems other
than its own; where touchpoints and channels multiply daily; where interfaces become invisible; where machines are
increasingly responsible for deciding preference. In this new ecosystem of data, algorithm and context, the role of a brand has to
change.
▪ The change itself is a call for new approach — from a static, two-dimensional (PDF) system across physical spaces to a new
dynamic system that connects brands across and between experiences and ecosystems. A system encompassing the tools,
policies and processes that create the internal infrastructure needed to develop and deliver responsive, adaptive and
intelligent brand behaviours and experiences in market.
▪ It is the ability to aggregate data longitudinally from many sources that becomes the “sensing” mechanism for brands at their
“interface” that feed back into value propositions, business models, product development, services and experiences. This is
how the new system (with a purpose/ positioning/ brand architecture “core”) is brought to life, this sensing/feedback
mechanism is the key element to make a brand look real and relevant.
▪ The relevance is key to customer hearts promoting a better brand management approach with no more “pillars and
pyramids and promises”, but brand management structures and tools that require better sensing of the role of the brands in
people’s lives and mechanisms that allow to respond more dynamically, faster to market with offers and experiences that
deliver in a more relevant way as a more “living brand” with intelligence.
But, how to go about making necessary changes?
is active, loyal and happy to return. And even
more, is willing to cooperate
A satisfied customer is the foundation for
business success of any brand.
Satisfied customer
A modern digital platform provides capabilities and services necessary for digital
transformation
boosts customer experience, but
Technology without people being able to use
it is a dead investment.
Also people without a defined process cannot
deliver results efficiently.
Modern digital platform
People
Processes
Technology
>
creates satisfied customers
Customer experience must be relevant and
consistent across multiple digital
touchpoints.
Great experience >
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A modern digital platform that delivers on the digital customers needs through a great experience
EMAILER
SOCIAL MEDIA
CRM(Customer
Relationship Management)
BI(Business
Intelligence)
CMS(Content
Management System)
DAM(Digital Asset Management)
MCM(Multi-Channel
Marketing)
SELF SERVICE
A true modern digital platform integrates information, processes, work and people so that the entire organisation can collaborate more efficiently
and effectively, and therefore produce more valuable products and/or services.
Examples how great customer experience helps with business results?
How to sell tickets
for the half
occupied flight with
16% margin in just
one week?
How to optimize
content of a
welcome email to
increase first
purchase ratio
by 25%?
How to increase
sales of goods with
30% margin with
no additional
negative impact?
How to optimize
inventory to
maximize profit
from selling product
during summer?
How to maximize
profit of the
seasonal sale for
the chain of 10
shops?
1. NEEDS OF MY CUSTOMERS?
2. WHO TO TARGET?
3. WHAT PRODUCTS?
4. RIGHT PRICING?
5. DESIRED MARGIN?
6. TIMEBOUND?
Satisfied customers needs and answered
customer wants brings
BETTER BUSINESS RESULTS
1. Highly personalized comm.
2. Automatically triggered comm.
3. Real-time product/service offers
4. Predictive analytics
5. Data/business intelligence
6. Relevant digital channels
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What are the essentials for achieving a great customer experience?
Designing the right benefit for
correctly identified consumer,
offered in an enticing
environment
In terms of delivery: a
company’s ability to focus the
entire team across various
functions and roles to deliver
proposed experience
Development ultimately
determines a company’s success,
with an emphasis on developing
consistency in execution
Great Customer Experience
Highly
Personalized Communication
Excellent
Products and Services
Continuous
Optimization across Channels
HAPPY, RETURNING CUSTOMERS
How to evaluateand understand Digital Maturity?
11/2/2018
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Three Dimensions and Five Stages toward Digital Maturity
Digital
Strategy
PEOPLE
TECHNOLOGY PROCESS
PEOPLE PROCESS TECHNOLOGY
5.OPTIMISED
▪ Deep Knowledge
▪ Knowledge Sharing
▪ Agile and Innovative Culture
▪ Pervasive Technology
▪ Capabilities
▪ Interdisciplinary agility
▪ Cross-functional nimble teams
▪ Tolerance to errors
▪ Entrepreneurial environment
▪ Fast-moving environment
▪ Customized dashboards
▪ Data and Technology sharing
▪ Cloud Scalability
▪ Omnichannel Strategy
▪ Digital and online/offline
Integration
▪ Real-time decisions
4.QUANTIFIED
▪ High Level of Collaboration
▪ Full proficiency in the use of new
technologies
▪ Cross-functional Centres of
Excellence/Digital Teams
▪ SCRUM
▪ Test & Learn
▪ Agile processes and
Development
▪ Advanced Analytics and
Predictive Modelling
▪ Internal Social Networks tools
and/or Communication Platforms
▪ Multichannel Strategy
▪ Starting the process of different
channels integration
3.DEFINED
▪ Specialists and Generalists
▪ Tech skills
▪ Fluid Structure
▪ Collaborative Environment
▪ Agile Development
▪ Fast releases
▪ Fast prototyping
▪ SaaS Technologies
▪ Joining up data
▪ Multichannel Strategy
▪ Flexible workplace Technologies
▪ Mobile Technologies
2.MANAGED
▪ Tech Skills
▪ Independent teams with medium
level of collaboration
▪ Periodic Training
▪ Shortage of Digital Talents
▪ Waterfall processes and Project
Management
▪ Irregular releases
▪ Presence of some redundancies
▪ Traditional/Legacy systems
▪ Partial data process automation
▪ Partial data joining between BUs
1.INITIAL
▪ Isolated Knowledge
▪ Vertical Skillsets
▪ Poor Training
▪ Dispersed Team Structures
▪ Inflexible and slow-moving
structure
▪ Infrequent release cycle
▪ Technological and legal
restrictions
▪ Basic analytics
▪ Siloed data sources
How do we achieve Digital Transformation?
11/2/2018
10
First we evaluate and compare with industry leaders usingDigital Maturity Matrix
DIGITAL BETTERS
▪ Lack of a clear Top-down digital
strategy
▪ Digital governance may be present
in silos
▪ Digital initiatives expression of
single BUs
DIGITAL LAGGARDS
▪ Lack of a digital strategy and
vision
▪ Traditional process and legacy
systems and technologies
▪ Immature digital culture
DIGITAL FOLLOWERS
▪ Full developed digital strategy
▪ Still investing in right mix of digital
tools and capability
▪ Digital culture may be present in
silos
DIGITAL LEADERS
▪ Full developed digital strategy
▪ Right mixture of digital vision,
governance and investments
▪ Strong digital culture
TECHNOLOGY + PROCESS + PEOPLE
DIG
ITA
L STR
ATE
GY L
EVEL
SUB-CLUSTER DIGITAL STRATEGY LEVEL PEOPLE PROCESS TECH
Digital StrategistsA corporate digital strategy is present, but it is not yet
implemented across the enterpriseDEFINED MANAGED MANAGED
Digital Planners
There is not yet an overall strategy, but we are preparing it
and it will become operational within the next 12 months MANAGED MANAGED MANAGED
Digital
Independents
We still have not an overall strategy, but it is expected in the
medium term: in the meantime the BUs and business functions
are moving in random order
MANAGED MANAGED MANAGED
Randomly digital
Currently, the company doesn’t believe in the necessity of a
global strategy: each BU or business function could have one
or already has its own
MANAGED MANAGED MANAGED
AnalogicsWe do not believe that our company needs a strategy for
Digital TransformationINITIAL MANAGED INITIAL
Digital Laggards sub-clusters
SUB-CLUSTER DIGITAL STRATEGY LEVEL PEOPLE PROCESS TECH
Top Players
A digital vision extends from Top Management to Operations,
a Top-Down or Bottom-Up approach is present, digital
strategy is agile and adaptive
QUANTIFIED DEFINED QUANTIFIED
Full Digital
There is a global strategy and a strong digital vision
influencing organizational priorities, processes and KPI DEFINED DEFINED QUANTIFIED
Digital Adopters
Digital Transformation is a fundamental point on Top
Management Agenda and it influences all BUs and corporate
functions
DEFINED MANAGED DEFINED
Digital Midfielders
Digital Transformation is a fundamental point on Top
Management Agenda and it is being implemented within the
company
DEFINED MANAGED DEFINED
Digital Leaders sub-cluster
By following the O.P.P.O.S.I.T.E. approach, digital transformation becomes identifiable, approachable, and attainable
ORIENTATION Establish a new perspective to drive meaningful change.
PEOPLE Understand customer values, expectations, and behaviors.
PROCESSES Assess operational infrastructure and update (or revamp) technologies, processes, and policies to support change.
OBJECTIVES Define the purpose of digital transformation, aligning stakeholders (and shareholders) around the new vision and roadmap.
STRUCTURE Form a dedicated digital experience team with roles/responsibilities/objectives/accountability clearly defined.
INSIGHTS & INTENT Gather data and apply insights toward strategy to guide digital evolution.
TECHNOLOGY Re-evaluate front- and back-end systems for a seamless, integrated, and native customer (and ultimately employee) experience.
EXECUTION Implement, learn, and adapt to steer ongoing digital transformation and customer experience work.
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11
TransformationMental Models
Digital Transformation Mental Models (inspired by David Rogers)
THEME CONCEPT COMPANY
CUSTOMERS Harness customer networks
• reinvented marketing funnel
• new path to purchase
• customer communities
Airbnb
Uber
Nejřemeslníci
COMPETITION Build platforms, not just products
• platform business models
• network effects
• (dis) intermediation
• competitive value trains
Apple
Amazon
Nike
DATA Turn data into assets• real data-driven decisions
• big data or even statistic methods
Seznam
The Weather Channel
INNOVATION Innovate by rapid experimentation
• minimum viable product
• divergent and convergent
experimentation
• 5 days design sprint
Netflix
Alza
Google Ventures
VALUEAdapt your value proposition
again and again
• nonstop proposition evaluation
• paths out of a declining marketEncyclopedia Britannica
Nokia
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Basic Steps of any Transformation (inspired by John P. Kotter)
establishing a
sense of urgencycreating the
coalition
developing a
vision and
strategy
communicating
the vision to
everybody in the
companyremoving
common
obstacles
generating short-
term wins and
communicating
them
anchoring new
approaches into
the culture
consolidating
gains and
producing more
change
Oleg Vojtíšek
Senior Digital Business Consultant
E-mail oleg.vojtisek@actum.cz
Mobile +420 775 856 857
LinkedIn https://www.linkedin.com/in/olegcz/
With great thanks to Petr Lazar, Senior Digital
Business Consultant.
Let's stay in touch!
11/2/2018
13
Backup slides:
Checklists for Digital Maturity
Achieving Marketing Digital Transformation
Digital Capability
1. INITIAL
(Laggard)
2. MANAGED
(Developing capability)
3. DEFINED(Competent average capability)
4. QUANTIFIED(Above-sector aver. capability)
5. OPTIMISED(Market leading capability)
STRATEGIC APPROACH No strategy Prioritised marketing activities Defined vision and strategyBusiness-aligned strategy and
roadmapAgile strategic approach
PERFORMANCE IMPROVEMENT
PROCESSNo KPIs
Volume-based KPIs
No dashboards
Quality-based KPIs “Last click”
attribution
Business dashboards
Value-based KPIs
Weighted attribution
Ad Hoc CRO
Lifetime-value KPIs
Continuous CRO
MANAGEMENT BUY-IN LimitedVerbal support, but inadequate
resourcing
Sponsorship and increased
investment
Active championing and
appropriate investment
Integral part of strategy
development
RESOURCING AND STRUCTURE No specific skillsCore skills centralised or depending
on agencies
Centralised hub
Dedicated resourcesDecentralisation and reskilling Balanced blend of marketing skills
DATA AND INFRASTRUCTURELimited
No customer databaseSeparate data, tools and IT services
Partially integrated system and
data
Integrated systems and 360˚ data
sources
Flexible approach to optimise
resources
INTEGRATED CUSTOMER
COMMUNICATIONNot integrated Core push activities synchronised Integrated inbound approach
Integrated, Personalised, Paid-
Owned-Earned media
Media optimised for ROI and to
maximise CLV
INTEGRATED CUSTOMER
EXPERIANCEWebsite is not integrated
Desktop and mobile support
Not personalised
Partially personalised desktop and
mobile experience
Integrated, Personalised web,
mobile, email and social media
Full contextual personalised
experiences and recommendations
11/2/2018
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Email Marketing & Marketing Automation
1. INITIAL2. MANAGED
(Targeted emailing)
3. DEFINED(Starting to automate)
4. QUANTIFIED(Starting to integrate)
5. OPTIMISED(Integrated lifecycle targeting)
EMAIL CAPABILITIES AND
EVALUATION
Simple ESP
Response trackingRegular report of opens / clicks
”Beyond the click” tracking
Segment tracking
Value reporting
Hurdle rates and activity levels
Response data > CRM
system/warehouse
LIST QUALITY Not managed List-building options increased List quality improved Reactivation and removal Preference centric
TARGETING (RELEVANCE) None Demographic Basic triggers Full lifecycle sequences Additional sequences added
PROPOSITION AND
COMMUNICATION STRATEGYNewsletter and E-blasts Increased frequency Content marketing integration Social integration Optimised frequency
CREATIVE AND TEMPLATES Simple headers Multiple templates Dynamic contentVideo review
Mobile optimisedAdvanced techniques
DELIVERY Not reviewed Reported Reported by ESPFeedback loops and delivery
servicesContinues monitoring
OPTIMISATION NoneExperiments with different offers /
subjectsStructured offer / subject testing
Layout reviews
AB testingMultivariate testing
Integrated Lifecycle Marketing
Objectives
1. INITIAL(Basic Lifecycle Marketing)
2. MANAGED(Improving Lifecycle Marketing)
3. DEFINED(Planned Lifecycle Marketing)
4. QUANTIFIED(Managed Lifecycle Marketing)
5. OPTIMISED(Optimised Lifecycle Marketing)
PLANCreating a strategic roadmap
No strategy.
Unclear goals or prioritisation.
Prioritised activities.
Goals not modelled or aligned.
Martech. adoption ad hoc.
Multichannel marketing plan in
place.
Revenue-based funnel acquisition
model.
Retention and LTV model in place.
90 day planning.
Martech roadmap and structured
evaluation.
Digital transformation implemented.
Structured testing and optimisation
programme.
REACHBuild awareness
Drive visits
Limited ad hoc use of paid media.
SEO not proactive.
Search target keywords defined.
Simple use of AdWords/online
media.
Structured approach to paid,
owned and earned media to
agreed targets.
Programmatic.
Regular improvements to media.
New media review ad hoc.
Media fully optimised based on
attribution and evaluation of new
options.
INTERACTExperience, flow, and content
No insight on personas and
customer journeys.
Limited insight on sections.
Footfall to different site sections
and CTAs for lead generation and
profiling.
Content marketing and
personalised journeys to encourage
purchase.
Personalisation optimised.
AB testing of different site sections.
Multivariate testing.
High quality content marketing.
CONVERTBuild multichannel sales
No paid remarketing.
Simple newsletter to all.
Initial media retargeting.
Targeted newsletter.
Simple welcome emails.
Re-targeting optimised Welcome
and abandon emails.
Personalisation.
Segmented lifecycle emails,
personalisation & paid media
retargeting .
Retargeting and personalisation
optimised across touchpoints.
ENGAGECustomer loyalty and retention
Limited experience research.
Simple customer newsletter.
No loyalty programme.
Targeted newsletter.
No personalisation.
Customer research informs site
improvement.
E-mail re-engagement.
Loyalty programme & NPS.
RFM-based email and
personalisation.
Retargeting and personalisation
optimised.
Machine Learning applied.
BRANDBuilding emotional connection
Basic brand identity, but brand
benefits not communicated.
Brand values defined, but not clear
on-site.
Customer reviews.
Online value prop. defined.
Blog and social media used to
develop brand.
Brand personality and defects
researched and acted on promptly.
Fully integrated brand reputation
management including PR.
GOVERNANACEManaging growth approach
Analytics in place, not reviewed.
Ad hoc performance reviews.
Analytics reviewed ad-hoc.
Regular performance reviews.
Skills lacking.
Dashboards for regular weekly
performance reviews.
Digital Skills.
Value-based KPIs.
90 day planning review.
Skills improvement.
Lifetime value KPIs.
Structured defect reduction
program.
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Digital Analytics
1. INITIAL(Directionless)
2. MANAGED(Reporting)
3. DEFINED(Structured testing)
4. QUANTIFIED(Customer centric)
5. OPTIMISED(Optimising)
MANAGEMENT
AND RESOURCES
No engagement.
No dedicated resource.
HiPPO engaged.
Simple reporting.
Wider use in business.
Dedicated analysts.
Dedicated experience and media
optimisation
Resources to implement
Cross-business integration and
collaboration
METRICS SELECTION None selected.Marketing outcomes.
Last click.
Satisfaction scoring.
Financial value or proxy.
Simple media attribution.
Customer Lifetime value
Media attribution modelsKPI dependencies
TOOLS (TYPICAL TYPES)
Basic web analytics.
Basic social media.
Basic Email reporting.
+ Customer feedback
+ Basic social analytics
+ Benchmarking tools
+ Voice of customer
+ Personalisation
+ BI visualisation
+ Real-time social media
+ Offline report
+ CRM / Individual tracking
+ Predictive analytics
+ Econometric models
ANALYTICS CUSTOMISATION “Out-of-box” standard reports.
Goals
Custom reports
Mailed reports
Segmentation
Events
Simple threshold alerts
Full dashboards Automated real-time alerts
INTEGRATION None Email integrationPersonalisation system
Marketing AutomationSocial media integration 360 degree customer view
OPTIMISATIONNone / HiPPO-led (Highest Paid
Person’s Opinion)
Persona consideration
Simple in-page and visitor path
analysis.
AR Tests
Media testingMultivariate Testing Optimisation of Personalisation
REVIEW PROCESS Not structured reviews. Regular (weekly, monthly)90 day planning defining
Programme of testingContinuous programme
Increase in number of tests of new
techniques
Personalisation / Online Customer Experience
1. INITIAL(Hope for the best)
2. MANAGED(Taking control)
3. DEFINED(Pulling all main levers)
4. QUANTIFIED(Long-term perspective)
5. OPTIMISED(State-of-the-art)
RESPONSIBILITY No defined responsibilityAd hoc – cross-functional
responsibilityDefined individual responsibility Dedicated team
Clear responsibilities in each area
of business
EVALUATION AND KPIS Volume of interactionsQuality of interactions and short-
term engagement
Value of interactions
Simple satisfaction assessment
Long-term value
Long-term engagement
(Hurdle rates)
Detailed understanding of Loyalty
and satisfaction drivers
JOURNEY ANALYSES TECHNIQUES Limited understanding of journeysPath analysis in analytics
Simple funnelsVisitor intent surveys Usability testing Cross-channel analysis e.g. panels
CRO PROCESS No optimisation Ad hoc changes “Suck-it-and-see”Ad hoc tests
Simple AB test on key pagesMultivariate testing
Continuous structured testing
programme
PERSONALISATION TECHNIQUES None Specific content for Personas Limited dynamic personalisation Cross-journey personalisation Optimising personalisation
INTEGRATIONWebsite not integrated with other
channels
Simple cross-channel signposts and
offers
Mobile support
Remarketing (paid media)Full range of cross-channel services Optimised multichannel integration
TOOLS Web analytics not customisedSimple analytics customisation
SurveysPersonalisation Advanced Personalisation Real-time feedback tools
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Transforming Company Marketing Capabilities
1. INITIAL(Laggard)
2. MANAGED(Developing capability)
3. DEFINED(Competent – average capability)
4. QUANTIFIED(Above average capability)
5. OPTIMISED(Market-leading capability)
DIGITAL SERVICES OFFERED Not offered or sporadic, reactiveUnderstand own skills, experience
and client and market driversDefined services to offer to market
Services roadmap aligned to
business growth plan
Agile approach: modified as
market / tech. develop.
VALUE PROPOSITION Not considered Understood but not articulatedClearly defined with supporting
statements
Quantitative and quality results,
case studies, testimonials
Ongoing evidence based case
studies, attracting desirable new
business
EXISTING CLIENT GROWTH Not consideredSome of team: ad hoc approaches
to clients
Company-wide account growth
planning
Tracking of account targets by
service type
Scheduled client feedback, Net
promoter, ongoing proactive
NEW BUSINESS FRAMEWORK No roadmap or methodologyAudit of past wins and profitable
business
Clear new business strategy,
defined tasks and roles
Opportunities assessed on merit,
agreed investment per level
Planned pipeline, defined team,
plan refined based on learning,
reviews of wins/loses
PRICING & ESTIMATING No pricing or estimating modelBenchmarking the market, analyse
historic cost vs. revenue per team
Estimating framework used, rate
card/s defined
Estimate vs. actual effort / cost
tracked for profitability
Value vs. time and rates model
assessed per engagement, rates
flexed
PROCESS & WORKFLOWNo defined digital marketing
process in place
Some documentation but not a full
suite
Clear process flow, document suite,
roles defined
Workflow platform used across
agency
Profitability reporting across clients
and projects
TEAMS / RESOURCESNo digital strategy or delivery
capability in house
Potential partners audited, in-house
talent assessed, trainings
Team roles defined, partner
contracts in place, talent recruitment
plan
Ongoing talent acquisition,
development plans for staff
Attracting award-winning talents,
strong industry profiles
E-Commerce Marketing
1. INITIAL(Basic E-commerce Marketing)
2. MANAGED(Improving E-commerce Marketing)
3. DEFINED(Plan E-commerce Marketing)
4. QUANTIFIED(Managed E-commerce Marketing)
5. OPTIMISED(Optimised E-commerce Marketing)
PLANCreating a strategic roadmap
No strategy.
Unclear goals.
Prioritised activities.
Sales goals not modelled.
Martch adoption ad-hoc.
Multichannel marketing plan in
place.
Profit-based funnel acquisition
model.
Retention and LTV model.
90 day planning.
Martech roadmap and structured
evaluation.
Digital transformation implemented.
Structured testing and optimisation
programme.
REACHBuild awareness
Drive visits
Limited ad hoc use of paid media.
SEO not proactive.
Search target keywords defined.
Simple use of AdWords/online
media.
Structured approach to paid,
owned and earned media to
agreed targets.
Programmatic.
Regular improvements to media.
New media ad hoc reviews.
Media fully optimised based on
attribution and evaluation of new
options.
INTERACTExperience, flow and content
No insight on customer journeys.
Limited insight on product
popularity.
Footfall to different site sections
and product categories understood.
Content marketing and
merchandised journeys to
encourage purchase.
Merchandising optimised.
AB testing of different site sections.
Multivariate testing
High quality content marketing.
CONVERTBuild multichannel sales
No paid remarketing.
Simple broadcast newsletter.
Initial media retargeting.
Targeted newsletter.
Simple welcome emails.
Re-targeting optimised.
Welcome and abandon emails.
Personalisation.
Segmented lifecycle emails,
personalisation & paid media
retargeting.
Retargeting and personalisation
optimised across touchpoints.
ENGAGECustomer loyalty and retention
Limited experience research.
Customer newsletter.
No loyalty programme targeted
newsletter.
No personalisation.
Customer research drives site
improvement.
Email re-engagement.
Loyalty programme.
NPS.
RFM-based email and
personalisation.
Retargeting and personalisation
optimised across touchpoints.
BRANDBuilding emotional connection
Basic brand identity, but brand
benefits not communicated.
Brand values defined, but not clear
on-site.
Customer reviews.
Online value proposition defined.
Blog and social media develop
brand.
Brand personality and defects
researched and acted on promptly.
Fully integrated brand reputation
management and PR.
GOVERNANCEManaging growth approach
Analytics in place, not reviewed.
Ad hoc trading reviews.
Analytics reviewed ad-hoc.
Regular trading reviews.
Dashboards for regular weekly
trading reviews.
Value-based KPIs.
90 day planning reviews.
Lifetime value KPIs.
Structured defect reduction problem
programme
11/2/2018
17
Campaign Planning
1. INITIAL(Unplanned campaigns)
2. MANAGED(Starting to plan)
3. DEFINED(Integrated campaign plans)
4. QUANTIFIED(Integrated plans with real-time
response)
5. OPTIMISED(Continuous optimisation of
campaigns and media)
CAMPAIGN GOALS AND
TRACKING
General goals
No SMART objectives
No analytics tracking
Idea of overall response
No other success criteria
Basic analytics tracking
Clear success criteria: Response
volume, CPA and ROI
Specific objectives per channel
Lifetime value assessed in time
Specific objectives modelled per
media platform
CAMPAIGN INSIGHTS AND
TARGETING
Limited research
Poorly-defined audience
Top-level demographic used for
targeting
Audience characteristic and
motivation considered in targetingDetailed targeting
New options included with
targeting: 70:20:10 rule
CAMPAIGN THEME AND OFFERSKnown core offer, but secondary
offer and messaging not known
Clear primary and secondary
offers
Online brand benefits
Audience journeys and Keywords
considered
Offer testing during campaign and
competitor review
Offer testing before and during
campaign
REACHMedia plan and budget
Campaign response not modelled.
Poor integrationTop-level media budget created
Detailed channel budget for
campaign
Attribution considered during
budgeting
Custom attribution models used.
New media options tested.
ACTAudience integration and
participation
Limited use of tailored Landing
Pages or campaign interactions
Limited core content assets to
support campaign
Audience journeys and range of
content assets considered
Outreach built-in to content
campaign
Testing of new interactive content
assets
CONVERTOptimise and test
Limited campaign retargeting
follow-up or sales optimisationSimple retargeting (e.g. in GDN)
More advanced retargeting (e.g.
Google RLSA)
Full retargeting through social
networks and Email
Retargeting optimised
Offline contact prioritised based on
lead-scoring
ENGAGESharing and review
Social sharing and campaign
review not considered
Sharing facilitated through sharing
buttons only
Social proof
Post–campaign review
Attribution reviewed post
campaign.
Lifetime value assessed in time.
Detailed campaign review
Social Media Management
1. INITIAL(Starting out with Social)
2. MANAGED(Using Social)
3. DEFINED(Starting to Plan)
4. QUANTIFIED(Starting to Integrate)
5. OPTIMISED(Fully-integrated Social strategy)
GOALS AND CHANNEL
INTEGRATION
No goals beyond “doing social
media”
General goals defined.
Social buttons on website.
SMART objectives defined.
Social media integrated into
website.
Automated Email integration.
Attribution using analytics.
Social integrated into offline
campaigns.
ROI reviewed.
Goals agreed throughout the
business. Social a key part of
integrated multi-channel strategy.
SOCIAL LISTENING AND
GOVERNANCENo Social Media Monitoring
Monitoring of brand mentions.
Reputation Management.
Defined process for customers
responding issues via social media
Proactive PR – influencer outreach.
Social Media care.
Proactive outreach to customers.
Inputting into new product/services
development.
CONTENT PLANNING
No planned content creation.
Page updates only – not linking to
hub.
Social hub/blog with content being
created and shared in social
updates.
Monthly content plan with key
content themes and engaging
assets.
Long-term 90 day content plan with
themes for different audiences.
90 day content plan with themes
which are announced and
integrated.
INTERACTION AND COMMUNITY
MANAGEMENT
Limited, reactive interaction on
social media.
Monitoring and replying to
comments.
Proactive interaction with fans,
influencers on company pages.
Social media care.
Community management resource
for facilitating discussions.
Team in place for personalised
replies and to facilitate discussion
24/7.
COMPANY PAGE OPTIMISATION Pages set up, but not well branded.Branded pages on priority social
channels.
Branded pages set up on common
and newer social channels (e.g.
Pinterest, G+)
Branded pages set up on channels
requiring non-text content (e.g.
YouTube)
Additional page features such as
integrated videos and apps
utilised.
PAID ADVERTISING Not using paid advertising.Experimenting with promoting
updates without targeting.
Targeted ads to boost page fans,
site visits and leads.
Remarketing for leads or sales.
Power Editor in Facebook.
Optimised investment based on
attribution and ROI review.
EVALUATION Not analysing page statistics.Recording basic stats of growth
(e.g. page followers, likes)
Benchmarking reach, interactions
rates.
Tracking site outcomes.
Using analytics tools to evaluate
behaviour of audience.
Attribution.
Integrated dashboard of Social
media performance and alerts on
key issues.
11/2/2018
18
SEO
1. INITIAL(Not proactive)
2. MANAGED(Reviewing effectiveness)
3. DEFINED(Applying best practises)
4. QUANTIFIED(Improving)
5. OPTIMISED(Best-in-class)
TARGETS, AUDIT AND
RESOURCING
No proactive use of SEO
No dedicated resources for SEO
Dedicated SEO resource.
Audit completed.
Top-level goals to improve.
SEO activities prioritised each
quarter.
More specific objectives.
Integrated responsibilities and
teams.
Skills and capacity to respond
immediately to most issues.
INDEXING AND CRAWLINGNot audited and no exclusions.
Duplicate content likely.
Using Google Webmaster Tools to
monitor.
Some exclusions set up.
Mobile optimised.
Using geographical mark-up.
Schema if relevant.
Site section/content specific
reporting and improvements
Site section/content specific
reporting and optimisation
ON-PAGE OPTIMISATIONNot proactive.
Usually an afterthought.
Page Titles, headings and copies
used to support SEO.
Page Titles, headings and copy
engineered to support SEO
Structured testing of
Title/Description/Keyword use
Continuous optimisation of key
content types.
CONTENT MARKETINGNo content marketing strategy
“pure Organic”Content created to support SEO.
Content types and formats selected
for SEO and marketing goals
Integrated Content/PR and SEO
campaigns
Use of community and UGC to
support growth
LINK BUILDING No record of external links
Links mainly organic, plus from some
partners.
Link re-configuration as needed.
More use of outreach.
Backlink profile reviewed for
balance.
Structured outreach programme
linked to campaigns
Consistent quality of content limits
needed for outreach.
INTERNAL LINKING Not assessedSome use of internal links to support
SEO.
Navigation designed to support
SEO
Some testing of internal link
building methods along with
usability
Internal linking optimised
MEASURMENT Top-level target keywords definedContribution of SEO known and
tracked through time at top level.
Using Segments to assess value
(VQVC).
Detailed keyword/content tracking.
Good knowledge or performance
across site.
Keywords deltas monitored.
Capacity to immediately identify
problems to competitors
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