experiential planning workbook project: date:
DESCRIPTION
Experiential Planning Workbook Project: Date:. Scoping. Scoring. Tracking. 1 = not at all. 5 = fully. Discover. Discover. Discover. Think like the CEO. 1 = not at all. 5 = fully. 1 = not at all. 5 = fully. 1. 1. 1. 2. 2. 2. 3. 3. 3. 4. 4. 4. 5. 5. 5. Battlefield. - PowerPoint PPT PresentationTRANSCRIPT
Experiential Planning Workbook Page 1
Experiential Planning Workbook
Project: Date:
Experiential Planning Workbook Page 5
Experiential Planning scorecard
Scorecard
Discover
Plan
Innovate
Activate
Optimise
ExP potential
Scoping 1 2 3 4 5
1 = not at all 5 = fully
Overall ExP rating
Discover
Plan
Innovate
Activate
Optimise
Scoring 1 2 3 4 51 2 3 4 5
Persona
Touchpoint audit
Measurement plan
Plan
Valuweight
Touchpoint design
Message map
Innovate
Think like the CEO
Battlefield
Brand exp audit
Discover
Data gathering
Optimise
Report & index
Data-led advice
Tracking
On-plan
Activate
Contd. Exp focus
1 = not at all 5 = fully
1 = not at all 5 = fully
Experiential Planning Workbook Page 8
Lead the market by offering the best virtualization solutions.Set the virtualization agenda through thought leadership
Think like a CEO - What are the company’s goals at the highest level
(A1) What are the overall business goals, purpose, vision etc
(A2) Why has this not yet been achieved already? What are the biggest barriers?
(A3) Background information / quotes / research etc
Company is successful and growing at an exponential rate.In the market region, The event is a new (introduced in 2008) and important platform for achieving these aims; this needs to grow in terms of reach and impact.Competitors are catching up fast and will soon threaten the companies lead.
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Discover | Think like a CEO 1/5
Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .
Experiential Planning Workbook Page 9
Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .
Think like a CEO - What is the positioning and direction for the brand
(B1) What are the company’s objectives for the brand?
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(B2) How is the brand currently defined and how is it differentiated from competitors?
(B3) Is the brand idea and promise aligned with the company’s longer term goals?
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Begin collecting visual materials, including examples of brand expression, colours etc
In some cases, particularly brand inside, we may need to replace ‘brand’ with a relevant element such as ‘business growth plan’ or other factor that is behaving like a brand internally.
Discover | Think like a CEO 2/5
Experiential Planning Workbook Page 10
Think like a CEO - Which stakeholders most influence the brand’s success
(C1) Who are the brand’s key stakeholders?
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(C2) What is the brand promise to each stakeholder group?
(C3) What does the brand promise stand for in their minds?
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Discover | Think like a CEO 3/5
Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .
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Think like a CEO - What’s the current engagement landscape
(D1) What touchpoints connect the brand to its key stakeholders?
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(D2) What is the current communications strategy / plan for the brand?
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Discover | Think like a CEO 4/5
Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .
Experiential Planning Workbook Page 12
Think like a CEO - What’s competitive environment
(E1) How is the brand currently performing?
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(E2) Define the brand’s enemies. What are they doing better?
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Discover | Think like a CEO 5/5
(E3) What is happening in the category that we need to shake up?
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Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .
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Battlefield grid - template
Discover | Battlefield
Our Client Competitors
Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Experiential Planning Workbook Page 14
Our Client Competitors
Battlefield compass - template
Discover | Battlefield
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Battlefield grid - example
Discover | Battlefield
Our Client Competitors
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Experiential Planning Workbook Page 16
Our Client Competitors
Battlefield compass - example
Discover | Battlefield
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Experiential Planning Workbook Page 17
The Brand Experience audit
About the auditThis activity is designed to explore the positives and negatives of the existing touchpoints with various stakeholders.
Note: The five ‘principles’ recur throughout the process. So, although the language of the principles (for example “create experiences that ignite advocacy”) appears taken literally to be referring to what we will do, at this stage we are still looking at what already exists or what is already defined.
Here the principles define the questions we need to ask about the current state:
1) Be clear on your brand promiseDo you have clarity around the brand promise?
2) Translate your promise into behaviour(To what extent) is the brand delivering the promise at every critical touchpoint?
3) Cultivate your passionatesWho are the most influential stakeholders?
4) Create experiences that ignite advocacyDoes the current brand experience engage the in the desired way? And does it drive the right actions?
5) Gauge the impactHow do you measure the results currently?
Discover | Brand Experience Audit
Where some of these elements are not fully developed, it may be necessary to work with the client to arrive at an agreed definition.
During this phase, direct evidence from the client can be supplemented with additional research – both secondary desk research and any specific primary we find appropriate.
As with ‘Think like the CEO’ it is important to remember that here we are looking at the current brand status. We are not, at this point, interested in the potential solutions. Background reference
Above is the relevant frame from the original Experiential Planning PowerPoint
Experiential Planning Workbook Page 18
Brand promise - template
Discover | Brand Experience Audit | Brand promise
the brand promise is . . .
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Experiential Planning Workbook Page 19
4 5 621 3
Touchpoint map - template
Discover | Brand Experience Audit | Touchpoints
Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Experiential Planning Workbook Page 20
Touchpoint analysis - template
Discover | Brand Experience Audit | Touchpoints
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Experiential Planning Workbook Page 21
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Touchpoint map - example
Discover | Brand Experience Audit | Touchpoints
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Touchpoint description hereTouchpoint description here etc.
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Experiential Planning Workbook Page 22
Touchpoint analysis - example
Discover | Brand Experience Audit | Touchpoints
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Experiential Planning Workbook Page 23
Passionates
Who are your most important stakeholders?
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What are their passions?
Who do they influence?
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Discover | Brand Experience Audit | Passionates
What are their current attitudes and behaviours
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What are their most important brand touchpoints?
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Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Experiential Planning Workbook Page 24
Step 4 experience
What engages them? (specific to this brand or business idea / or generally)
Discover | Brand Experience Audit | Experience
How well does the current brand experience engage them (what characterizes it ) and how well does express the brand promise?
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Passionates Most influential stakeholders
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What action do we want them to take? What change do we want to achieve in their perceptions?
What action currently results? What change, if any, is achieved by the existing experience?
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Experiential Planning Workbook Page 25
Step 4 experience
What engages them? (specific to this brand or business idea / or generally)
Discover | Brand Experience Audit | Experience
How well does the current brand experience engage them (what characterizes it) and how well does express the brand promise?
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Passionates Most influential stakeholders
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Experiential Planning Workbook Page 26
Step 4 experience
Discover | Brand Experience Audit | Experience
Passionates Most influential stakeholders
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What action do we want them to take? What change do we want to achieve in their perceptions?
What action currently results? What change, if any, is achieved by existing experience?
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Experiential Planning Workbook Page 27
Step 5 evaluation
Reaching the right influencers – measurement techniques and results now:
Discover | Brand Experience Audit | Evaluation
Creating the right engagement – measurement techniques and results now:
Evaluating ROE – measurement criteria and results now:
Evaluating ROI – measurement criteria and results now:
Stimulating the right action – measurement techniques and results now
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passionates engagement
action
Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Experiential Planning Workbook Page 28
Opportunity brief
Discover | Opportunity
2) What is the business goal and objective?
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3) What are the features & benefits of the brand/service?
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4) What is the brand idea, promise and personality?
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5) What are the brand’s opportunities &challenges?
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6) What do we need to know about the category?
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1) What is the opportunity?
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8) What are their attitudes towards the brand?
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9) What insight are we trying to instill in them?
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10) What action do we want them to take?
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11) What touchpoints are most critical to them?
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12) What is the timeframe, geog scope and budget?
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13) What does success look like? What KPIs exist?
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7) Who are we trying to reach?
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Experiential Planning Workbook Page 29
The plan stage
Plan | Introduction
plan
ExperientialPlatform
Experiential insights
• Stakeholder definition
• Touchpoint mapping
• Success criteria
definition
• Measurement planning
• Brand insight
Tools
• Persona
• Touchpoint Audit
• Measurement Plan
Experiential Planning Workbook Page 30
Passionates persona:
Who they are and what they do that’s relevant to the brand or organisationNotes that bring to life the persona of this important stakeholder
Plan | Passionates persona
What they think and feel nowAn insight into the way they would express their relationship to the brand, the product
category or the organisation involved
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Add text
pic
Experiential Planning Workbook Page 31
Passionates persona. Example: Dani – Local Branch Manager.
Who they are and what they do that’s relevant to the brand or organisationNotes that bring to life the persona of this important stakeholder
Plan | Passionates persona
Dani is 29 and she’s been with Abbey for 4 years. She’s recently become a manager. She’s eager to advance her career and she is keen to see the new systems being fully operational. But she feels that if she is too keen on the new systems some of her staff will see her as just a corporate mouthpiece. They’ve all heard horror stories and she finds it hard to keep taking the company line that everything will be alright soon.
“We’re supposed to be a top bank but many of our ways of doing things are old fashioned. Even though we’re now introducing modern systems that make it easier to sell-up, and no one seems to like the idea actually ‘selling’ our services – it’s crazy, you’d think we were still in the eighties.”
What they think and feel nowAn insight into the way they would express their relationship to the brand, the product
category or the organisation involved
Experiential Planning Workbook Page 32
Touchpoint Plan:
Plan | Touchpoint Plan
Best experience
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On-line experience
Venue usage & pathfinding
General Sessions
Breakouts & Labs
Solutions Exchange
Networking
Party
Logistics & delegate
management Revenue generation
1
Branding & application
Experiential Planning Workbook Page 33
Touchpoint Plan:
Plan | Touchpoint Plan
Best experience
Neutral
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910
On-line experience
Venue usage & pathfinding
General Sessions
Breakouts & Labs
Solutions Exchange
Networking
Party
Logistics & delegate
management Revenue generation
1
Branding & application
Experiential Planning Workbook Page 34
Touchpoint Plan . Example:
Plan | Touchpoint Plan
Love the brand
Hate the brand
Neutral about the brand
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Engage with the brand promotion
Decide to purchase the product
Disappointing purchase process
Great packaging on arrival
Over complex instructions
Easy to get started with product
Poor information about accessories
Great functionality and easy operation
Good product upgrades
Mapping the existing experience
Experiential Planning Workbook Page 35
Touchpoint Plan . Example:
Plan | Touchpoint Plan
Love the brand
Hate the brand
Neutral about the brand
1
2
ImprovedTouchpoints
Improved and new Touchpoints
Touchpoints identified for most important improvement
Mapping the potential improved experience
3
Touchpoints identified for most important improvement
Touchpoints identified for most important improvement
Experiential Planning Workbook Page 36
Measurement Plan:
Plan | Measurement Plan
Objectives Success Criteria Measures Metrics Forecast Results
Stakeholder:
Objective:
Stakeholder:
Objective:
Stakeholder:
Objective:
Experiential Planning Workbook Page 37
Measurement Plan. Example:
Plan | Measurement Plan
Objectives Success Criteria Measures Metrics Forecast Results
Stakeholder:
Call Center Employees
Objective: Increase brand commitment
Positive shift in brand advocacy across employee population
OrganizationalCommitment Questionnaire (QCQ); Continuance Commitment Scale (CCS)
(Porter, Meyer)
Brand Behavior Segmentation Matrix
XX% Increase in brand Champions
XX% decrease in brand Saboteurs
Stakeholder: Brand Champions
Objective: Improve service encounter
Improved customer satisfaction
Customer Satisfaction Score
(Citi)
Rate of change in CSS XX% increase in customer satisfaction scores, by target dates.
Stakeholder: Customers
Objective: Increase Brand recommendation
Positive shift in customer recommendation
# of Promoters
# of Detractors
Net Promoter Score
(Reicheld)
• XX% increase in NPS Score
Experiential Planning Workbook Page 38
Experiential Platform
Plan | Experiential Platform
1) What do we know about the brand?The essential info that the team needs to know. (Include reference to Battlefield)
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2) What business challenge are we helping the brand to solve?The business issue we will help alleviate.
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3) Who are the Passionates we want to engage with it?Who they are, especially their passions and behaviors. (Include reference to Persona)
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5) What touchpoints are we creating to connect to the Passionates? Explain and prioritize the touchpoints we need to deliver. (Include ref Touchpoint Map)
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4) What’s the key insight?A unique and ownable idea based on insights into the brand and Passionates.
It’s the guiding principle that underpins the brand experience.
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6) What tone and senses should the experiences have?
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7) What brand benefits are key to igniting/leveraging passionism?The brand tangible and intangible elements identified as being key to “brand love”
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8) What are criteria for success?How we will prove the impact of what we’re creating. (Include ref to Measurement Plan)
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Experiential Planning Workbook Page 39
The innovate stage
Innovate | Introduction
innovate
Proposal / Blueprint
Idea generationand testing
• Creative concepts and
solutions
• Touchpoint framework
• Experiential planning
• Channel selection
• Feasibility analysis
Tools
• Valuweight
Experiential Planning Workbook Page 40
Example
Valuweight – creating a path to passionate engagement
Innovate | Valuweight
Visibility Community Content Wayfinding Growth Avg.
General Sessions
Breakouts / Hands-On Labs
Solutions Exchange
Networking / Party
Average Value
5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low
Experiences
Desired outcomes
Experiential Planning Workbook Page 41
Example
Valuweight. Example: defining criteria and evaluating experiences
Innovate | Valuweight
Create mass awareness
Create experiential
brand insights
Engage consumers
with the product
Stimulate and online
community
Establish community of advocates Avg.
Ambient installations 5 4 1 1 1 2.4
Stand alone interactives
Walk-in local experiences and product channels
blog, news, activity and community site
Local ‘hit squad’ doorstep visits
Average Value
5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low
Experiences
Desired outcomes
Experiential Planning Workbook Page 42
Example
Valuweight. Example: analyzing the balance and cumulative effect
Innovate | Valuweight
Create mass awareness
Create experiential
brand insights
Engage consumers
with the product
Stimulate and online
community
Establish community of advocates Avg.
Ambient installations 5 4 1 1 1 2.4
Stand alone interactives 3 5 3 3 2 3.2
Walk-in local experiences and product channels 2 3 5 2 3 3.0
blog, news, activity and community site 1 4 1 4 3 2.6
Local ‘hit squad’ doorstep visits 1 5 5 2 4 3.4
Average Value 2.4 4.2 3.0 2.4 2.6 2.9
5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low
Experiences
Desired outcomes
Experiential Planning Workbook Page 43
Example
Valuweight. Example: Evaluating each experience
Innovate | Valuweight
Create mass awareness
Create experiential
brand insights
Engage consumers
with the product
Stimulate and online
community
Establish community of advocates Avg.
Ambient installations 5 4 1 1 1 2.4
Stand alone interactives 3 5 3 3 2 3.2
Walk-in local experiences and product channels 2 3 5 2 3 3.0
blog, news, activity and community site 1 4 1 4 3 2.6
Local ‘hit squad’ doorstep visits 1 5 5 2 4 3.4
Average Value 2.4 4.2 3.0 2.4 2.6 2.9
5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low
Experiences
Desired outcomes
Experiential Planning Workbook Page 44
Valuweight. Example: Projecting level of delivery for each criteria
Innovate | Valuweight
Create mass awareness
Create experiential
brand insights
Engage consumers
with the product
Stimulate and online
community
Establish community of advocates Avg.
Ambient installations 5 4 1 1 1 2.4
Stand alone interactives 3 5 3 3 2 3.2
Walk-in local experiences and product channels 2 3 5 2 3 3.0
Blog, news, activity and community site 1 4 1 4 3 2.6
Local ‘hit squad’ doorstep visits 1 5 5 2 4 3.4
Average Value 2.4 4.2 3.0 2.4 2.6 2.9
5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low
Experiences
Desired outcomes
Experiential Planning Workbook Page 45
The activate stage
Add pages with images, grabs, copy or bullet points and graphics to this section, based on your evaluation of the project against the original experiential platform. This can include summaries of the final creative concepts, event delivery plans, scope of work and outline budgets.
Provide a critique of the alignment of the final activation with the original aims and plans.
Activate | Introduction
activateFocused solution
development & implementation
• Development of
detailed plans
• Scope definition,
budget management
and resource planning
• Management and
creative leadership of
deliverables
• Deployment of
measurement
Delivery, debrief &
Scorecard
Experiential Planning Workbook Page 46
The optimise stage
Add pages with images, grabs, copy or bullet points and graphics to this section, based on your evaluation and reporting work. This can include summaries of reports and critical data.
Wherever possible, include the practical onward advice that was provided to the client.
Copy in the final Experiential Planning scorecard and add some notes about the outcomes, compared with the objectives.
Optimise | Introduction
optimiseMeasurement analysis
and interpretation
• Measurement
management
• Evaluation resources
• Data analysis &
interpretation
• Reporting
• Insights, learning and
action planning
Report &On-going
advice
Experiential Planning Workbook Page 47
Engagement 3D evaluator:
Plan | Measurement Plan
Reaching the right potential passionates
Engaging them effectively
Achieving the desired change in mindset
Achieving the desired actions
Our perceptions and observations
Client perceptions and observations
Stakeholder measurementsummary
Experiential Planning Workbook Page 48
Engagement 3D evaluator:
Plan | Measurement Plan
Reaching the right potential passionates
Engaging them effectively
Achieving the desired change in mindset
Achieving the desired actions
Our perceptions and observations
Client perceptions and observations
Stakeholder measurementsummary
Experiential Planning Workbook Page 49
Engagement 3D evaluator:
Plan | Measurement Plan
Reaching the right potential passionates
Engaging them effectively
Achieving the desired change in mindset
Achieving the desired actions
Our perceptions and observations
Client perceptions and observations
Stakeholder measurementsummary
Experiential Planning Workbook Page 50
Experiential Planning scorecard
Scorecard
Discover
Plan
Innovate
Activate
Optimise
ExP potential
Scoping 1 2 3 4 5
1 = not at all 5 = fully
Overall ExP rating
Discover
Plan
Innovate
Activate
Optimise
Scoring 1 2 3 4 51 2 3 4 5
Persona
Touchpoint audit
Measurement plan
Plan
Valuweight
Touchpoint design
Message map
Innovate
Think like the CEO
Battlefield
Brand exp audit
Discover
Data gathering
Optimise
Report & index
Data-led advice
Tracking
On-plan
Activate
Contd. Exp focus
1 = not at all 5 = fully
1 = not at all 5 = fully