mkg roadmap
DESCRIPTION
TRADE for MKGTRANSCRIPT
TRADE for MKG 2013 9
E V E N T E N T E R T A I N M E N T
A R R I V E
O P P O R T U N I T Y O P P O R T U N I T Y
D E P A R T
E V E N T E N V I R O N M E N T F R A M E W O R K
TRADE for MKG 2013 11
E V E N T
O P P O R T U N I T Y O P P O R T U N I T Y
P R E - E V E N T
W O R KH O M E
O N T H E G O
P O S T - E V E N T
W O R KH O M E
O N T H E G O
TRADE for MKG 2013 13
•Growbutreduce/eliminaterisk:Orientgrowthtobuildonandcomplementwhatyoudobest,physicalevents,preservethatdelivery(andrevenue)engine
•Beuniquetothemarket:Marketersarelookingfornew,integratedmethodstocreatedeeperrelationshipswithcustomers,particularlyinfluencers
•Cultivateinfluencerrelationshipoffering:Buildoutfromphysicaleventapre-event,ateventandapost-eventexpertise,takingonadditionalenvironments,addingmulti-channeltouchanddeliverybuiltoninsights
•Differentiatebyknowledgevs.assumption:Developaudiencedataanalyticexpertisetosupportexperienceplanninganddriveretaineraccountgrowth
TRADE for MKG 2013 17
•EvolutionnotRevolution:Evolveofferingsovertwo-yeartimeframe
•Becomealeaderinexperientialrelationshipbuilding:Physical+DigitalPlanning,Delivery,DataandAnalytics.
•DefineyourROIforthecategory:HavingROIattributioncalculatedacrosschannelswitharepeatableandscalableapproach.
•Moveupstream:CMO/ProductManagement,BrandManagement/CRMbuyersasadifferentiatedleadexperientialpartner
•Cultureofexperience:Combine“CulturalClairvoyance”withexperientialrelationshipplanningandturnintothoughtleadership
TRADE for MKG 2013 19
SERVICEOFFERINGS
• Event: MKG Single instance Client: Physical Design & Production w/ Limited PAP Digital Integration
• Event: MKG AOR / Repeat Customer – Account Based: Multiple Physical Design & Production Solutions Per Year
• Event-based Technology Execution via Partnerships (Formalized)
• Audience Measurement Across Physical & Digital via Partnerships
• Multi-channel Experiential Planning• Cross-channel Creative / Design• Integrated Production – Physical & Digital
• Customer Data – Planning, Integration & Measurement
• Cross-channel - Analytics
• Multi-channel Experiential Planning: Event + Digital• Pre-Event / At Event / Post Event: Design &
Production – Digital & Physical Integration• Digital Component Configuration: Pre-selected
Platforms / Tools / Products• Client Database Creation, Integration (API Devlpmt &
Data Synchronization, Cleansing and Attribution)• Event Analytics
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
OFFERING OBJECTIVES /
PURPOSE
CUSTOMER / BUYER
MKG BRAND ATTRIBUTES
• Event: Attitudinal Change (Unmeasured)• Event: Successful Staging of Product / Brand• Event: Asset Sponsorship• Earned Media: Digital / Social Sharing of
Event Content (Non-Recurring)• Digital: Conversation Management / Social
Media Platform Management
• Event + Digital: Improved Target Audience Profiling
• Event + Digital: Lead Generation (Pre, At and Post Event)
• Event + Digital: Multi-channel User Experience (Pre, At and Post Event)
• Digital: At & Post Event Earned Media
• Digital + Event: Drive Engagement, Loyalty & Purchase Intent / Behavior
• Digital + Event: “Influencer Relationship Management” (IRM)
• Digital + Event: Holistic Experiential Strategic Planning Capabilities
• Digital + Event: Improved Marketing ROI• Digital + Event: Customer Data Mining &
Retargeting
• Cultural clairvoyance drives connection to high value audiences
• Attitudinal brand influence and purchase path implications (behavioralchange)
• Brand attribution metrics aligned to KPIs
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Integrated Customer Planning• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors / Partners / Alliance
Partners
• Incredibly Choreographed Events• Engaging / Interesting / Creative Experiences• Culturally Attuned• Never Fail a Client• Social Media Management / Conversation
Strategy & Management• “Influence the Influencer” model
• Technology Innovation / Integrated Thought Leadership
• Pre, At and Post Event Narrative Driven by Digital Enablement via Vendors
• Event Extensions via Social Platforms
• Holistic Experiential Point of View / Perspective + Production Capabilities via Vendors / Partners
• Data Driven Experiential Planning• IRM Platform Solution Provider (Alliance
Partners & Custom Platform)
• Experiential relationship builders creating “world class” physical and digital experiences that transcend traditional vertical channel expertise
• Purveyors of culturally cool driven by a business purpose
• Data driven insights that permeate the organization’s thought processes
TRADE for MKG 2013 21
OFFERING OBJECTIVES /
PURPOSE
• Event: Attitudinal Change (Unmeasured)• Event: Successful Staging of Product / Brand• Event: Asset Sponsorship• Earned Media: Digital / Social Sharing of
Event Content (Non-Recurring)• Digital: Conversation Management / Social
Media Platform Management
• Event + Digital: Improved Target Audience Profiling
• Event + Digital: Lead Generation (Pre, At and Post Event)
• Event + Digital: Multi-channel User Experience (Pre, At and Post Event)
• Digital: At & Post Event Earned Media
• Digital + Event: Drive Engagement, Loyalty & Purchase Intent / Behavior
• Digital + Event: “Influencer Relationship Management” (IRM)
• Digital + Event: Holistic Experiential Strategic Planning Capabilities
• Digital + Event: Improved Marketing ROI• Digital + Event: Customer Data Mining &
Retargeting
• Cultural clairvoyance drives connection to high value audiences
• Attitudinal brand influence and purchase path implications (behavioralchange)
• Brand attribution metrics aligned to KPIs
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
SERVICEOFFERINGS
• Event: MKG Single instance Client: Physical Design & Production w/ Limited PAP Digital Integration
• Event: MKG AOR / Repeat Customer – Account Based: Multiple Physical Design & Production Solutions Per Year
• Event-based Technology Execution via Partnerships (Formalized)
• Audience Measurement Across Physical & Digital via Partnerships
• Multi-channel Experiential Planning• Cross-channel Creative / Design• Integrated Production – Physical & Digital
• Customer Data – Planning, Integration & Measurement
• Cross-channel - Analytics
• Multi-channel Experiential Planning: Event + Digital• Pre-Event / At Event / Post Event: Design &
Production – Digital & Physical Integration• Digital Component Configuration: Pre-selected
Platforms / Tools / Products• Client Database Creation, Integration (API Devlpmt &
Data Synchronization, Cleansing and Attribution)• Event Analytics
CUSTOMER / BUYER
MKG BRAND ATTRIBUTES
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Integrated Customer Planning• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors / Partners / Alliance
Partners
• Incredibly Choreographed Events• Engaging / Interesting / Creative Experiences• Culturally Attuned• Never Fail a Client• Social Media Management / Conversation
Strategy & Management• “Influence the Influencer” model
• Technology Innovation / Integrated Thought Leadership
• Pre, At and Post Event Narrative Driven by Digital Enablement via Vendors
• Event Extensions via Social Platforms
• Holistic Experiential Point of View / Perspective + Production Capabilities via Vendors / Partners
• Data Driven Experiential Planning• IRM Platform Solution Provider (Alliance
Partners & Custom Platform)
• Experiential relationship builders creating “world class” physical and digital experiences that transcend traditional vertical channel expertise
• Purveyors of culturally cool driven by a business purpose
• Data driven insights that permeate the organization’s thought processes
TRADE for MKG 2013 23
CUSTOMER / BUYER
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Integrated Customer Planning• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors / Partners / Alliance
Partners
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
SERVICEOFFERINGS
OFFERING OBJECTIVES /
PURPOSE
MKG BRAND ATTRIBUTES
• Event: MKG Single instance Client: Physical Design & Production w/ Limited PAP Digital Integration
• Event: MKG AOR / Repeat Customer – Account Based: Multiple Physical Design & Production Solutions Per Year
• Event-based Technology Execution via Partnerships (Formalized)
• Audience Measurement Across Physical & Digital via Partnerships
• Multi-channel Experiential Planning• Cross-channel Creative / Design• Integrated Production – Physical & Digital
• Customer Data – Planning, Integration & Measurement
• Cross-channel - Analytics
• Multi-channel Experiential Planning: Event + Digital• Pre-Event / At Event / Post Event: Design &
Production – Digital & Physical Integration• Digital Component Configuration: Pre-selected
Platforms / Tools / Products• Client Database Creation, Integration (API Devlpmt &
Data Synchronization, Cleansing and Attribution)• Event Analytics
• Event: Attitudinal Change (Unmeasured)• Event: Successful Staging of Product / Brand• Event: Asset Sponsorship• Earned Media: Digital / Social Sharing of
Event Content (Non-Recurring)• Digital: Conversation Management / Social
Media Platform Management
• Event + Digital: Improved Target Audience Profiling
• Event + Digital: Lead Generation (Pre, At and Post Event)
• Event + Digital: Multi-channel User Experience (Pre, At and Post Event)
• Digital: At & Post Event Earned Media
• Digital + Event: Drive Engagement, Loyalty & Purchase Intent / Behavior
• Digital + Event: “Influencer Relationship Management” (IRM)
• Digital + Event: Holistic Experiential Strategic Planning Capabilities
• Digital + Event: Improved Marketing ROI• Digital + Event: Customer Data Mining &
Retargeting
• Cultural clairvoyance drives connection to high value audiences
• Attitudinal brand influence and purchase path implications (behavioralchange)
• Brand attribution metrics aligned to KPIs
• Incredibly Choreographed Events• Engaging / Interesting / Creative Experiences• Culturally Attuned• Never Fail a Client• Social Media Management / Conversation
Strategy & Management• “Influence the Influencer” model
• Technology Innovation / Integrated Thought Leadership
• Pre, At and Post Event Narrative Driven by Digital Enablement via Vendors
• Event Extensions via Social Platforms
• Holistic Experiential Point of View / Perspective + Production Capabilities via Vendors / Partners
• Data Driven Experiential Planning• IRM Platform Solution Provider (Alliance
Partners & Custom Platform)
• Experiential relationship builders creating “world class” physical and digital experiences that transcend traditional vertical channel expertise
• Purveyors of culturally cool driven by a business purpose
• Data driven insights that permeate the organization’s thought processes
TRADE for MKG 2013 25
BRAND ATTRIBUTES
• Incredibly Choreographed Events• Engaging / Interesting / Creative Experiences• Culturally Attuned• Never Fail a Client• Social Media Management / Conversation
Strategy & Management• “Influence the Influencer” model
• Technology Innovation / Integrated Thought Leadership
• Pre, At and Post Event Narrative Driven by Digital Enablement via Vendors
• Event Extensions via Social Platforms
• Holistic Experiential Point of View / Perspective + Production Capabilities via Vendors / Partners
• Data Driven Experiential Planning• IRM Platform Solution Provider (Alliance
Partners & Custom Platform)
• Experiential relationship builders creating “world class” physical and digital experiences that transcend traditional vertical channel expertise
• Purveyors of culturally cool driven by a business purpose
• Data driven insights that permeate the organization’s thought processes
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
SERVICEOFFERINGS
OFFERING OBJECTIVES /
PURPOSE
CUSTOMER / BUYER
• Event: MKG Single instance Client: Physical Design & Production w/ Limited PAP Digital Integration
• Event: MKG AOR / Repeat Customer – Account Based: Multiple Physical Design & Production Solutions Per Year
• Event-based Technology Execution via Partnerships (Formalized)
• Audience Measurement Across Physical & Digital via Partnerships
• Multi-channel Experiential Planning• Cross-channel Creative / Design• Integrated Production – Physical & Digital
• Customer Data – Planning, Integration & Measurement
• Cross-channel - Analytics
• Multi-channel Experiential Planning: Event + Digital• Pre-Event / At Event / Post Event: Design &
Production – Digital & Physical Integration• Digital Component Configuration: Pre-selected
Platforms / Tools / Products• Client Database Creation, Integration (API Devlpmt &
Data Synchronization, Cleansing and Attribution)• Event Analytics
• Event: Attitudinal Change (Unmeasured)• Event: Successful Staging of Product / Brand• Event: Asset Sponsorship• Earned Media: Digital / Social Sharing of
Event Content (Non-Recurring)• Digital: Conversation Management / Social
Media Platform Management
• Event + Digital: Improved Target Audience Profiling
• Event + Digital: Lead Generation (Pre, At and Post Event)
• Event + Digital: Multi-channel User Experience (Pre, At and Post Event)
• Digital: At & Post Event Earned Media
• Digital + Event: Drive Engagement, Loyalty & Purchase Intent / Behavior
• Digital + Event: “Influencer Relationship Management” (IRM)
• Digital + Event: Holistic Experiential Strategic Planning Capabilities
• Digital + Event: Improved Marketing ROI• Digital + Event: Customer Data Mining &
Retargeting
• Cultural clairvoyance drives connection to high value audiences
• Attitudinal brand influence and purchase path implications (behavioralchange)
• Brand attribution metrics aligned to KPIs
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation
Departments
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors
• Integrated Customer Planning• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors / Partners / Alliance
Partners
TRADE for MKG 2013 27
C U S T O M E R D A T A & A N A L Y T I C S
C U S T O M E R D A T A & A N A L Y T I C S
E V E N T
O P P O R T U N I T Y O P P O R T U N I T Y
P R E - E V E N T
W O R KH O M E
O N T H E G O
P O S T - E V E N T
W O R KH O M E
O N T H E G O
E V E N T P R O D U C T I O N
C R E A T I V E M U L T I C H A N N E L E X P E R I E N C E D E V E L O P M E N T
E X P E R I E N C E P L A N N I N G
I N T E G R A T E D P R O D U C T I O N
B R A N D M A R K E T I N G T R A D I G I T A L
P R S P O N S O R S H I P
TRADE for MKG 2013 29
IF WE ORGANIZE, LETS ORGANIZE AROUND CLIENTS
AND THE PEOPLE THEY WANT TO BE WITH
TRADE for MKG 2013 31
•Blueprintandbuild:Finishthebuildofthe“agency”withdesignofstructure,
methodologies,processesandpersonnel
•Growwhereyouknow:Expandaccountmanagementfunctionacrossclients
withstrategicsellingskillset
•Orientandalign:Formalizetheorientationandalignmentofcompany
againstcompetitiveandunmetneedstoguideexternalmessagingas
offeringsevolve
•PlanforExperience:Establishanexperienceplanningdepartmentto
understandhumanbehaviorreactionandtoconnectcrosschannelthemes
•PODatthecore:MaintainPODstructureforpure-eventdelivery,embeditin
largerintegratedprojectmanagement,design,anddeliverygroupmodel
•Digitalneedsscale:Pursueproduct,platform,partnerandpeopleapproach
toscalingdigital
TRADE for MKG 2013 35
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
ACCOUNTMANAGEMENT
• Nascent: Exclusively Retainer Support• New Functional Lead• Operational Integration Requirements
(Strategic Account Planning, New Client Centric Org Model, Engagement Alignment – “Order Taking to Strategic Definition and Ecosystem Planning”
• Development of Strategic Account Management Processes & Methodologies
• Creation of Cross Functional Account Leadership Team (Assignment of roles and responsibilities to specific individuals and net new hires
• Client prioritization in support of focus under new hire leadership
• Account Ecosystem Mapping• Review of Existing Functional Capabilities
and Personnel
• Development of Account Specific KPI’s and Portfolio Objectives
• Review of Existing Skills & Augmentation Plan• Development of Performance Measurement
Criteria and Implementation of Review Methodology
• Development of Experiential Selling Training Module
• Finalize Portfolio Management Transition• Execution of Collaborative Strategic Account
Planning for FY ‘15
• “Hybrid” Traditional Agency & Consultancy Account Function in Place
• Transition to “Thought Leadership” Structurally Complete
• Focus on “Outcomes” in Addition to “Experiences”
BUSINESSDEVELOPMENT
• Reactionary Response Model (RFP or Inbound Requests)
• Limited to Non-Existent Outbound Services Selling
• New Lead for Outbound Efforts in Place• Process and Personnel Assessment Underway
• Assess Historical Solutions; Categories; Expertise in Support of Targeted Approach to Solution Selling
• Update Messaging & Supporting Communication Tools
• Conduct Business Development Targeting Exercise from within Strategic Account Planning (SAP) Exercise
• Redefine Inbound Request Process (i.e. People, Objectives, Methodologies, Qualification, etc.)
• Train Individuals Responsible for “Selling” on Experiential Relationship Model
• Initiate Outreach Based Upon New Targeting; Leverage Earned Media
• Review Team Success Rate in Support of Account Acquisition and Growth Objectives
• Develop Collaborative Selling Model with Partner by Partner Relationship Model (e.g. Vendor, Partner, Strategic Partner, Alliance)
• Assess Use of Third-party Lead Development Companies
• Measure and Refine Selling Model Against KPI Achievement
• Deploy Changes to Model Based Upon Performance (e.g. Use of Third-party Lead Development)
• Measure and Refine Selling Model Against KPI Achievement
EXPERIENCEPLANNING
• Managed via “One off” Approaches by Customer Requirement
• Responsive vs. Proactive• No Formal Methodology Present• Misalignment of Traditional & Digital
Experience Planning (Strategic Objectives, Time, Effort, Budget, Resources, Ownership, Capabilities & Accountability)
• Create Cross Functional Experience Planning• Development Methodology and Associated
Processes• Develop Partner Criteria and Vetting Processes
(Capabilities, Support, Legal, Operational, etc.)• Develop Steering Committee for Oversight and
Management• Pilot Experience Planning Model on Discreet Engagements
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
PRODUCTION / PROJECT
MANAGEMENT
• Strong Capabilities w/in Traditional “Experiential”• Lack of Personnel, Methodologies, Processes
and Alignment within Digital Offerings• Current Production Offerings within Digital are
“Point” Solutions• Organizational Lack of Understanding of
Digital Estimation, Timelines, Vendors and Management Processes
• Fund Organizational Transformation via Current Event Production for Small Initiatives
• Develop “Alignment” Model for In-House vs. External Partner Developed/Lead Solutions
• Participate in Partner Selection Per Engagement; Begin Organizational “Shadowing” to Transition
• Create Integrated Project Schedules & Estimates as Cross Functional Participants; Adjust Recipient Model to Proactive Involvement
• Formalize Career Objectives within Production Aligned to MKG v2.0 –Project Management
• Develop Formalized Training Including Deployment of Integrated Wiki
• Create Education Platforms that Engage Production• Refine Personnel Model Based Upon Client
Demand Forecasts• Engage Production in Strategic Planning Process• Develop and Deploy KPIs for Account Growth for 2H - 2014
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Develop Experiential Training Modules• Deploy Experiential Planning Model Across
MKG Departments• Consolidate Planning Elements of Current
Creative Solutions & Digital Departments• Assess and Realign Resources by Client Need
Resulting from SAP Process• Development of Digital Product Development
Roadmap (Patentable Products and Processes)• Experience Planning Develops New Offerings;
Responsible for Build, Buy or Ally strategies for offerings (Non-Patentable)
TRADE for MKG 2013 37
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
BUSINESSDEVELOPMENT
• Reactionary Response Model (RFP or Inbound Requests)
• Limited to Non-Existent Outbound Services Selling
• New Lead for Outbound Efforts in Place• Process and Personnel Assessment Underway
• Assess Historical Solutions; Categories; Expertise in Support of Targeted Approach to Solution Selling
• Update Messaging & Supporting Communication Tools
• Conduct Business Development Targeting Exercise from within Strategic Account Planning (SAP) Exercise
• Redefine Inbound Request Process (i.e. People, Objectives, Methodologies, Qualification, etc.)
• Train Individuals Responsible for “Selling” on Experiential Relationship Model
• Initiate Outreach Based Upon New Targeting; Leverage Earned Media
• Review Team Success Rate in Support of Account Acquisition and Growth Objectives
• Develop Collaborative Selling Model with Partner by Partner Relationship Model (e.g. Vendor, Partner, Strategic Partner, Alliance)
• Assess Use of Third-party Lead Development Companies
• Measure and Refine Selling Model Against KPI Achievement
• Deploy Changes to Model Based Upon Performance (e.g. Use of Third-party Lead Development)
• Measure and Refine Selling Model Against KPI Achievement
ACCOUNTMANAGEMENT
• Nascent: Exclusively Retainer Support• New Functional Lead• Operational Integration Requirements
(Strategic Account Planning, New Client Centric Org Model, Engagement Alignment – “Order Taking to Strategic Definition and Ecosystem Planning”
• Development of Strategic Account Management Processes & Methodologies
• Creation of Cross Functional Account Leadership Team (Assignment of roles and responsibilities to specific individuals and net new hires
• Client prioritization in support of focus under new hire leadership
• Account Ecosystem Mapping• Review of Existing Functional Capabilities
and Personnel
• Development of Account Specific KPI’s and Portfolio Objectives
• Review of Existing Skills & Augmentation Plan• Development of Performance Measurement
Criteria and Implementation of Review Methodology
• Development of Experiential Selling Training Module
• Finalize Portfolio Management Transition• Execution of Collaborative Strategic Account
Planning for FY ‘15
• “Hybrid” Traditional Agency & Consultancy Account Function in Place
• Transition to “Thought Leadership” Structurally Complete
• Focus on “Outcomes” in Addition to “Experiences”
EXPERIENCEPLANNING
• Managed via “One off” Approaches by Customer Requirement
• Responsive vs. Proactive• No Formal Methodology Present• Misalignment of Traditional & Digital
Experience Planning (Strategic Objectives, Time, Effort, Budget, Resources, Ownership, Capabilities & Accountability)
• Create Cross Functional Experience Planning• Development Methodology and Associated
Processes• Develop Partner Criteria and Vetting Processes
(Capabilities, Support, Legal, Operational, etc.)• Develop Steering Committee for Oversight and
Management• Pilot Experience Planning Model on Discreet Engagements
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
PRODUCTION / PROJECT
MANAGEMENT
• Strong Capabilities w/in Traditional “Experiential”• Lack of Personnel, Methodologies, Processes
and Alignment within Digital Offerings• Current Production Offerings within Digital are
“Point” Solutions• Organizational Lack of Understanding of
Digital Estimation, Timelines, Vendors and Management Processes
• Fund Organizational Transformation via Current Event Production for Small Initiatives
• Develop “Alignment” Model for In-House vs. External Partner Developed/Lead Solutions
• Participate in Partner Selection Per Engagement; Begin Organizational “Shadowing” to Transition
• Create Integrated Project Schedules & Estimates as Cross Functional Participants; Adjust Recipient Model to Proactive Involvement
• Formalize Career Objectives within Production Aligned to MKG v2.0 –Project Management
• Develop Formalized Training Including Deployment of Integrated Wiki
• Create Education Platforms that Engage Production• Refine Personnel Model Based Upon Client
Demand Forecasts• Engage Production in Strategic Planning Process• Develop and Deploy KPIs for Account Growth for 2H - 2014
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Develop Experiential Training Modules• Deploy Experiential Planning Model Across
MKG Departments• Consolidate Planning Elements of Current
Creative Solutions & Digital Departments• Assess and Realign Resources by Client Need
Resulting from SAP Process• Development of Digital Product Development
Roadmap (Patentable Products and Processes)• Experience Planning Develops New Offerings;
Responsible for Build, Buy or Ally strategies for offerings (Non-Patentable)
TRADE for MKG 2013 39
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
EXPERIENCEPLANNING
• Managed via “One off” Approaches by Customer Requirement
• Responsive vs. Proactive• No Formal Methodology Present• Misalignment of Traditional & Digital
Experience Planning (Strategic Objectives, Time, Effort, Budget, Resources, Ownership, Capabilities & Accountability)
• Create Cross Functional Experience Planning• Development Methodology and Associated
Processes• Develop Partner Criteria and Vetting Processes
(Capabilities, Support, Legal, Operational, etc.)• Develop Steering Committee for Oversight and
Management• Pilot Experience Planning Model on Discreet Engagements
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
ACCOUNTMANAGEMENT
• Nascent: Exclusively Retainer Support• New Functional Lead• Operational Integration Requirements
(Strategic Account Planning, New Client Centric Org Model, Engagement Alignment – “Order Taking to Strategic Definition and Ecosystem Planning”
• Development of Strategic Account Management Processes & Methodologies
• Creation of Cross Functional Account Leadership Team (Assignment of roles and responsibilities to specific individuals and net new hires
• Client prioritization in support of focus under new hire leadership
• Account Ecosystem Mapping• Review of Existing Functional Capabilities
and Personnel
• Development of Account Specific KPI’s and Portfolio Objectives
• Review of Existing Skills & Augmentation Plan• Development of Performance Measurement
Criteria and Implementation of Review Methodology
• Development of Experiential Selling Training Module
• Finalize Portfolio Management Transition• Execution of Collaborative Strategic Account
Planning for FY ‘15
• “Hybrid” Traditional Agency & Consultancy Account Function in Place
• Transition to “Thought Leadership” Structurally Complete
• Focus on “Outcomes” in Addition to “Experiences”
BUSINESSDEVELOPMENT
• Reactionary Response Model (RFP or Inbound Requests)
• Limited to Non-Existent Outbound Services Selling
• New Lead for Outbound Efforts in Place• Process and Personnel Assessment Underway
• Assess Historical Solutions; Categories; Expertise in Support of Targeted Approach to Solution Selling
• Update Messaging & Supporting Communication Tools
• Conduct Business Development Targeting Exercise from within Strategic Account Planning (SAP) Exercise
• Redefine Inbound Request Process (i.e. People, Objectives, Methodologies, Qualification, etc.)
• Train Individuals Responsible for “Selling” on Experiential Relationship Model
• Initiate Outreach Based Upon New Targeting; Leverage Earned Media
• Review Team Success Rate in Support of Account Acquisition and Growth Objectives
• Develop Collaborative Selling Model with Partner by Partner Relationship Model (e.g. Vendor, Partner, Strategic Partner, Alliance)
• Assess Use of Third-party Lead Development Companies
• Measure and Refine Selling Model Against KPI Achievement
• Deploy Changes to Model Based Upon Performance (e.g. Use of Third-party Lead Development)
• Measure and Refine Selling Model Against KPI Achievement
PRODUCTION / PROJECT
MANAGEMENT
• Strong Capabilities w/in Traditional “Experiential”• Lack of Personnel, Methodologies, Processes
and Alignment within Digital Offerings• Current Production Offerings within Digital are
“Point” Solutions• Organizational Lack of Understanding of
Digital Estimation, Timelines, Vendors and Management Processes
• Fund Organizational Transformation via Current Event Production for Small Initiatives
• Develop “Alignment” Model for In-House vs. External Partner Developed/Lead Solutions
• Participate in Partner Selection Per Engagement; Begin Organizational “Shadowing” to Transition
• Create Integrated Project Schedules & Estimates as Cross Functional Participants; Adjust Recipient Model to Proactive Involvement
• Formalize Career Objectives within Production Aligned to MKG v2.0 –Project Management
• Develop Formalized Training Including Deployment of Integrated Wiki
• Create Education Platforms that Engage Production• Refine Personnel Model Based Upon Client
Demand Forecasts• Engage Production in Strategic Planning Process• Develop and Deploy KPIs for Account Growth for 2H - 2014
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Develop Experiential Training Modules• Deploy Experiential Planning Model Across
MKG Departments• Consolidate Planning Elements of Current
Creative Solutions & Digital Departments• Assess and Realign Resources by Client Need
Resulting from SAP Process• Development of Digital Product Development
Roadmap (Patentable Products and Processes)• Experience Planning Develops New Offerings;
Responsible for Build, Buy or Ally strategies for offerings (Non-Patentable)
TRADE for MKG 2013 41
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
PRODUCTION / PROJECT
MANAGEMENT
• Strong Capabilities w/in Traditional “Experiential”• Lack of Personnel, Methodologies, Processes
and Alignment within Digital Offerings• Current Production Offerings within Digital are
“Point” Solutions• Organizational Lack of Understanding of
Digital Estimation, Timelines, Vendors and Management Processes
• Fund Organizational Transformation via Current Event Production for Small Initiatives
• Develop “Alignment” Model for In-House vs. External Partner Developed/Lead Solutions
• Participate in Partner Selection Per Engagement; Begin Organizational “Shadowing” to Transition
• Create Integrated Project Schedules & Estimates as Cross Functional Participants; Adjust Recipient Model to Proactive Involvement
• Formalize Career Objectives within Production Aligned to MKG v2.0 –Project Management
• Develop Formalized Training Including Deployment of Integrated Wiki
• Create Education Platforms that Engage Production• Refine Personnel Model Based Upon Client
Demand Forecasts• Engage Production in Strategic Planning Process• Develop and Deploy KPIs for Account Growth for 2H - 2014
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”
status for Production Personnel• Develop Repeatable Frameworks from Existing
Engagements
EXPERIENCEPLANNING
• Managed via “One off” Approaches by Customer Requirement
• Responsive vs. Proactive• No Formal Methodology Present• Misalignment of Traditional & Digital
Experience Planning (Strategic Objectives, Time, Effort, Budget, Resources, Ownership, Capabilities & Accountability)
• Create Cross Functional Experience Planning• Development Methodology and Associated
Processes• Develop Partner Criteria and Vetting Processes
(Capabilities, Support, Legal, Operational, etc.)• Develop Steering Committee for Oversight and
Management• Pilot Experience Planning Model on Discreet Engagements
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings
• Optimize Performance at the People, Process and Production level
• Align Individuals
ACCOUNTMANAGEMENT
• Nascent: Exclusively Retainer Support• New Functional Lead• Operational Integration Requirements
(Strategic Account Planning, New Client Centric Org Model, Engagement Alignment – “Order Taking to Strategic Definition and Ecosystem Planning”
• Development of Strategic Account Management Processes & Methodologies
• Creation of Cross Functional Account Leadership Team (Assignment of roles and responsibilities to specific individuals and net new hires
• Client prioritization in support of focus under new hire leadership
• Account Ecosystem Mapping• Review of Existing Functional Capabilities
and Personnel
• Development of Account Specific KPI’s and Portfolio Objectives
• Review of Existing Skills & Augmentation Plan• Development of Performance Measurement
Criteria and Implementation of Review Methodology
• Development of Experiential Selling Training Module
• Finalize Portfolio Management Transition• Execution of Collaborative Strategic Account
Planning for FY ‘15
• “Hybrid” Traditional Agency & Consultancy Account Function in Place
• Transition to “Thought Leadership” Structurally Complete
• Focus on “Outcomes” in Addition to “Experiences”
BUSINESSDEVELOPMENT
• Reactionary Response Model (RFP or Inbound Requests)
• Limited to Non-Existent Outbound Services Selling
• New Lead for Outbound Efforts in Place• Process and Personnel Assessment Underway
• Assess Historical Solutions; Categories; Expertise in Support of Targeted Approach to Solution Selling
• Update Messaging & Supporting Communication Tools
• Conduct Business Development Targeting Exercise from within Strategic Account Planning (SAP) Exercise
• Redefine Inbound Request Process (i.e. People, Objectives, Methodologies, Qualification, etc.)
• Train Individuals Responsible for “Selling” on Experiential Relationship Model
• Initiate Outreach Based Upon New Targeting; Leverage Earned Media
• Review Team Success Rate in Support of Account Acquisition and Growth Objectives
• Develop Collaborative Selling Model with Partner by Partner Relationship Model (e.g. Vendor, Partner, Strategic Partner, Alliance)
• Assess Use of Third-party Lead Development Companies
• Measure and Refine Selling Model Against KPI Achievement
• Deploy Changes to Model Based Upon Performance (e.g. Use of Third-party Lead Development)
• Measure and Refine Selling Model Against KPI Achievement
• Develop Experiential Training Modules• Deploy Experiential Planning Model Across
MKG Departments• Consolidate Planning Elements of Current
Creative Solutions & Digital Departments• Assess and Realign Resources by Client Need
Resulting from SAP Process• Development of Digital Product Development
Roadmap (Patentable Products and Processes)• Experience Planning Develops New Offerings;
Responsible for Build, Buy or Ally strategies for offerings (Non-Patentable)
TRADE for MKG 2013 43
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
OPERATIONS/DELIVERY
• Effective Methodologies and Processes for Logistics and Physical Asset Production
• Third-parties Utilized for Digital Production• Digital “Effectively” Lives in “No Man’s Land”
• Limited Implications to Event Operations• Development of Operational / Delivery
Priorities for Investment• Development of Formal Partner Priorities• Creation of Methodologies for Management
of Digital Partners
• Development of Integrated Delivery Functions Aligned to Strategic Planning
• Alignment of “Digital Infrastructure” Roadmap to Internal Capabilities Requirements
• Alignment to Integrated Training and Deployment of Development Plans
• Selection of Personnel for Internal Hardware to Software Integration (Leadership Function)
• Support for Digital Product Development Roadmap
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
PERFORMANCE ANALYSIS
& AUDIENCE INSIGHTS
• Social Media Monitoring (Client Specific)• Post Event Surveys – Client (Non-Statistical)• On-Premise Event Assessment
(Non-Statistical)
• Creation of Internal Audience Research Leadership Structure within Experience Planning
• Third-party Audience Research Tool(s) Selection by Experience Planning Leadership
• Use of Insights to Inform Cross Platform Narrative
• Selection of Digital Monitoring and Performance Analysis Tool(s)
• Integration of Digital Data From Third Party Toolsets (e.g. Peer Index, Klout)
• Performance Monitoring and Reporting Methodologies and Processes
• Technical Deployment and Event Reporting Across Media Assets
• Development of Partnership(s) with Reporting Product Vendors
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
DESIGN DIGITAL /PHYSICAL
• Capabilities around applied design to signage/physical space and digital/physical collateral
• Strategic creative & design direction leader-ship present, education and process yet to begin
• Current design offerings within digital are admirable ad hoc one off solutions with timing being a constraint
• Organization lack of best practice deployment around usability, interaction design and unknown best practice around production design coding
• Model & fund dedicated digital design resources, full time or contract dependent on pipeline
• Both physical & digital design resources undergo design/creative directions and standards training
• Align digital design process with current physical design process & create more formal deliverables
• Create key deliverable documentation against production timelines to be formatted, archived and used/improved upon with each project
• Contribute to project development roadmap across physical & digital design, projects & new business
• Use road-mapped deliverables as part of formal position creation in department & career roadmap - establish best design creative guidelines
• Integrate design teams around methodology on large accounts then on individual projects
• With leadership in place, create best practices repository and include cross functional peer review of all work and biannual employee performance
• Measure performance of group against organizational KPIs and creative guidelines
• Refine project development and new business roadmap, recognizing best practice deliverables, eliminating deliverables, creating new deliverables
• Work with experience planning to develop new offerings based on first hand observations of tactical touch points
• Mature, integrated physical and digital design organization with formalized internship and recruiting program from area universities
• Evolution of deliverables based on experiential planning growth, response to new technologies
REVENUE
HIRES
EXPENSES
CAPITAL
R H E C R H E CR H E C R H E C R H E C
$ $
$$ $$$
$$$$
$$$$$
$$
TRADE for MKG 2013 45
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
OPERATIONS/DELIVERY
• Effective Methodologies and Processes for Logistics and Physical Asset Production
• Third-parties Utilized for Digital Production• Digital “Effectively” Lives in “No Man’s Land”
• Limited Implications to Event Operations• Development of Operational / Delivery
Priorities for Investment• Development of Formal Partner Priorities• Creation of Methodologies for Management
of Digital Partners
• Development of Integrated Delivery Functions Aligned to Strategic Planning
• Alignment of “Digital Infrastructure” Roadmap to Internal Capabilities Requirements
• Alignment to Integrated Training and Deployment of Development Plans
• Selection of Personnel for Internal Hardware to Software Integration (Leadership Function)
• Support for Digital Product Development Roadmap
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
PERFORMANCE ANALYSIS
& AUDIENCE INSIGHTS
• Social Media Monitoring (Client Specific)• Post Event Surveys – Client (Non-Statistical)• On-Premise Event Assessment
(Non-Statistical)
• Creation of Internal Audience Research Leadership Structure within Experience Planning
• Third-party Audience Research Tool(s) Selection by Experience Planning Leadership
• Use of Insights to Inform Cross Platform Narrative
• Selection of Digital Monitoring and Performance Analysis Tool(s)
• Integration of Digital Data From Third Party Toolsets (e.g. Peer Index, Klout)
• Performance Monitoring and Reporting Methodologies and Processes
• Technical Deployment and Event Reporting Across Media Assets
• Development of Partnership(s) with Reporting Product Vendors
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
DESIGN DIGITAL /PHYSICAL
• Capabilities around applied design to signage/physical space and digital/physical collateral
• Strategic creative & design direction leader-ship present, education and process yet to begin
• Current design offerings within digital are admirable ad hoc one off solutions with timing being a constraint
• Organization lack of best practice deployment around usability, interaction design and unknown best practice around production design coding
• Model & fund dedicated digital design resources, full time or contract dependent on pipeline
• Both physical & digital design resources undergo design/creative directions and standards training
• Align digital design process with current physical design process & create more formal deliverables
• Create key deliverable documentation against production timelines to be formatted, archived and used/improved upon with each project
• Contribute to project development roadmap across physical & digital design, projects & new business
• Use road-mapped deliverables as part of formal position creation in department & career roadmap - establish best design creative guidelines
• Integrate design teams around methodology on large accounts then on individual projects
• With leadership in place, create best practices repository and include cross functional peer review of all work and biannual employee performance
• Measure performance of group against organizational KPIs and creative guidelines
• Refine project development and new business roadmap, recognizing best practice deliverables, eliminating deliverables, creating new deliverables
• Work with experience planning to develop new offerings based on first hand observations of tactical touch points
• Mature, integrated physical and digital design organization with formalized internship and recruiting program from area universities
• Evolution of deliverables based on experiential planning growth, response to new technologies
REVENUE
HIRES
EXPENSES
CAPITAL
R H E C R H E CR H E C R H E C R H E C
$ $
$$ $$$
$$$$
$$$$$
$$
TRADE for MKG 2013 47
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
OPERATIONS/DELIVERY
• Effective Methodologies and Processes for Logistics and Physical Asset Production
• Third-parties Utilized for Digital Production• Digital “Effectively” Lives in “No Man’s Land”
• Limited Implications to Event Operations• Development of Operational / Delivery
Priorities for Investment• Development of Formal Partner Priorities• Creation of Methodologies for Management
of Digital Partners
• Development of Integrated Delivery Functions Aligned to Strategic Planning
• Alignment of “Digital Infrastructure” Roadmap to Internal Capabilities Requirements
• Alignment to Integrated Training and Deployment of Development Plans
• Selection of Personnel for Internal Hardware to Software Integration (Leadership Function)
• Support for Digital Product Development Roadmap
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
PERFORMANCE ANALYSIS
& AUDIENCE INSIGHTS
• Social Media Monitoring (Client Specific)• Post Event Surveys – Client (Non-Statistical)• On-Premise Event Assessment
(Non-Statistical)
• Creation of Internal Audience Research Leadership Structure within Experience Planning
• Third-party Audience Research Tool(s) Selection by Experience Planning Leadership
• Use of Insights to Inform Cross Platform Narrative
• Selection of Digital Monitoring and Performance Analysis Tool(s)
• Integration of Digital Data From Third Party Toolsets (e.g. Peer Index, Klout)
• Performance Monitoring and Reporting Methodologies and Processes
• Technical Deployment and Event Reporting Across Media Assets
• Development of Partnership(s) with Reporting Product Vendors
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
DESIGN DIGITAL /PHYSICAL
• Capabilities around applied design to signage/physical space and digital/physical collateral
• Strategic creative & design direction leader-ship present, education and process yet to begin
• Current design offerings within digital are admirable ad hoc one off solutions with timing being a constraint
• Organization lack of best practice deployment around usability, interaction design and unknown best practice around production design coding
• Model & fund dedicated digital design resources, full time or contract dependent on pipeline
• Both physical & digital design resources undergo design/creative directions and standards training
• Align digital design process with current physical design process & create more formal deliverables
• Create key deliverable documentation against production timelines to be formatted, archived and used/improved upon with each project
• Contribute to project development roadmap across physical & digital design, projects & new business
• Use road-mapped deliverables as part of formal position creation in department & career roadmap - establish best design creative guidelines
• Integrate design teams around methodology on large accounts then on individual projects
• With leadership in place, create best practices repository and include cross functional peer review of all work and biannual employee performance
• Measure performance of group against organizational KPIs and creative guidelines
• Refine project development and new business roadmap, recognizing best practice deliverables, eliminating deliverables, creating new deliverables
• Work with experience planning to develop new offerings based on first hand observations of tactical touch points
• Mature, integrated physical and digital design organization with formalized internship and recruiting program from area universities
• Evolution of deliverables based on experiential planning growth, response to new technologies
REVENUE
HIRES
EXPENSES
CAPITAL
R H E C R H E CR H E C R H E C R H E C
$ $
$$ $$$
$$$$
$$$$$
$$
TRADE for MKG 2013 49
CURRENT STATECURRENT +
2H // 2013PRIOR +
1H // 2014PRIOR +
2H // 2014PRIOR +
1H // 2015
OPERATIONS/DELIVERY
• Effective Methodologies and Processes for Logistics and Physical Asset Production
• Third-parties Utilized for Digital Production• Digital “Effectively” Lives in “No Man’s Land”
• Limited Implications to Event Operations• Development of Operational / Delivery
Priorities for Investment• Development of Formal Partner Priorities• Creation of Methodologies for Management
of Digital Partners
• Development of Integrated Delivery Functions Aligned to Strategic Planning
• Alignment of “Digital Infrastructure” Roadmap to Internal Capabilities Requirements
• Alignment to Integrated Training and Deployment of Development Plans
• Selection of Personnel for Internal Hardware to Software Integration (Leadership Function)
• Support for Digital Product Development Roadmap
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments
• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation
PERFORMANCE ANALYSIS
& AUDIENCE INSIGHTS
• Social Media Monitoring (Client Specific)• Post Event Surveys – Client (Non-Statistical)• On-Premise Event Assessment
(Non-Statistical)
• Creation of Internal Audience Research Leadership Structure within Experience Planning
• Third-party Audience Research Tool(s) Selection by Experience Planning Leadership
• Use of Insights to Inform Cross Platform Narrative
• Selection of Digital Monitoring and Performance Analysis Tool(s)
• Integration of Digital Data From Third Party Toolsets (e.g. Peer Index, Klout)
• Performance Monitoring and Reporting Methodologies and Processes
• Technical Deployment and Event Reporting Across Media Assets
• Development of Partnership(s) with Reporting Product Vendors
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
• Integration of Third-party Reporting Applications into a “Ownable” Suite
• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)
• Development of Strategic Alliances with Reporting Partner(s)
DESIGN DIGITAL /PHYSICAL
• Capabilities around applied design to signage/physical space and digital/physical collateral
• Strategic creative & design direction leader-ship present, education and process yet to begin
• Current design offerings within digital are admirable ad hoc one off solutions with timing being a constraint
• Organization lack of best practice deployment around usability, interaction design and unknown best practice around production design coding
• Model & fund dedicated digital design resources, full time or contract dependent on pipeline
• Both physical & digital design resources undergo design/creative directions and standards training
• Align digital design process with current physical design process & create more formal deliverables
• Create key deliverable documentation against production timelines to be formatted, archived and used/improved upon with each project
• Contribute to project development roadmap across physical & digital design, projects & new business
• Use road-mapped deliverables as part of formal position creation in department & career roadmap - establish best design creative guidelines
• Integrate design teams around methodology on large accounts then on individual projects
• With leadership in place, create best practices repository and include cross functional peer review of all work and biannual employee performance
• Measure performance of group against organizational KPIs and creative guidelines
• Refine project development and new business roadmap, recognizing best practice deliverables, eliminating deliverables, creating new deliverables
• Work with experience planning to develop new offerings based on first hand observations of tactical touch points
• Mature, integrated physical and digital design organization with formalized internship and recruiting program from area universities
• Evolution of deliverables based on experiential planning growth, response to new technologies
REVENUE
HIRES
EXPENSES
CAPITAL
R H E C R H E CR H E C R H E C R H E C
$ $
$$ $$$
$$$$
$$$$$
$$
TRADE for MKG 2013 51
E V E N T P L A N N I N G
E V E N T P R O D U C T I O N
E V E N T D E S I G N
E V E N T O P E R A T I O N S
C L I E N T SA
GE
NC
Y M
AN
AG
EM
EN
T
FIN
/AD
MIN
B U S I N E S S D E V E L O P M E N T
A C C O U N T M A N A G E M E N T
E X P E R I E N C E P L A N N I N G
P R O J E C T M A N A G E M E N T
D E S I G N
D E L I V E R Y
A U D I E N C E A N D D A T A M A N A G E M E N T
CR
EA
TIV
E D
IRE
CT
OR
TE
CH
D I G I T A L D E S I G N
D I G I T A L D E V E L O P M E N T
S O C C O M M M A N A G E M E N T
TRADE for MKG 2013 53
DON’T CHANGE YOUR DELIVERY (AND REVENUE) ENGINE,
BUILD AROUND IT NOW, MERGE LATER
TRADE for MKG 2013 55
•Staytruetothecore:POD’sforsimpleeventexecution
•Buildparallel:Createparallelprocessfordigitalthatalignswithcurrentphysicaldelivery,curatenewtechnicalplatformsnearterm
•Experienceplan/AccountPlan:useexperienceplanningtostartwithaspartofannualandbiannualaccountplanning
•Integrate:developintegratedPODSovertimewithpersistentdigitalcapabilities
•Train:Cross-trainteamsinmulti-channeldeliverytoincreaseefficienciesandstaff
•Support:deliveryrequirespre-selectedplatformsandtools,includingdatamanagement.
TRADE for MKG 2013 57
C L I E N T
P R O D U C E R
O P E R A T I O N S D E S I G N
O P E R A T I O N S
D E S I G ND E S I G NO P E R A T I O N S O P E R A T I O N S
E V E N T
P A R T N E RV E N D O R
A C C O U N TP L A N N I N G
TRADE for MKG 2013 59
D I G I T A L S T A G I N G
N E T W O R K
N
E V E N T + D I G I T A L E X P E R I E N C E
C L I E N T
P R O D U C E R
D E S I G NP H Y S I C A L
D E S I G ND I G I T A L
D E S I G N
O P E R A T I O N S
A P P P A R T N E R
A C C O U N TP L A N N I N G
E X P E R I E N C E P L A N N I N G
D D D
O O
P R O D U C TD E S I G N
D D
P A R T N E RV E N D O R
TRADE for MKG 2013 61
E V E N T
O P P O R T U N I T Y O P P O R T U N I T Y
P R E - E V E N T P O S T - E V E N T
E X P E R I E N C E P L A N N I N GE X P E R I E N C E P L A N N I N G
C R E A T I V E M U L T I C H A N N E L E X P E R I E N C E D E V E L O P M E N T
C R E A T I V E D I R E C T I O N T E C H N O L O G Y
C U S T O M E R D A T A & A N A L Y T I C S
T E C H A N A L Y S T
C U S T O M E R D A T A & A N A L Y T I C S
N E T W O R K
A C C O U N T M A N A G M E N T
B R A N D M A R K E T I N G T R A D I G I T A L A G E N C I E S
B U S I N E S S D E V E L O P M E N T
P R S P O N S O R S H I P
E V E N T P R O D U C T I O N
P R O D U C E R D E S I G N O P E R A T I O N S
I N T E G R A T E D P R O D U C T I O N
D I G I T A L + P H Y S I C A L
D E S I G ND E L I V E R Y O P E R A T I O N SD P
D I G I T A L + P H Y S I C A L
P R O D U C E RD P
TRADE for MKG 2013 63
CO N TEN T AND TECH S PECS
TO O L ASS ESS M ENT
= WORK FLOW
= WORK STREAMS
PHYSICAL VIRTUAL
CHANNEL
PROTOTYPES
RESOURCES
FINDINGS AND
RECOMMENDED MODIFICATIONS
GRAPHICS
TEMPLATES
AV F ILES
PHYSICAL STRUCTURE
RESEARCH AND
ANALYSIS
ENVIRONMENTAL
COGNITIVE
INSIGHTS
OPPORTUNITIES
BUSINESS CASE
IDEATI ON WORKSH OPS
NARRATIVE F LOW
THEM E
ARC HITE CTURE EXPERIENC E
PHYSICAL AND DIGITAL
TOUC H
POINT IDENTIFICATION
PHYSICAL AND D IGITAL
CONTENT
CONTEXT D ESIGN
EXPERIENCE CONCEPT REVIEW
ARTIFACT CONCEPT CONTENT
D ESIGN
REF INEMENT
CUSTOM DEVELOPMENT
INTE RNAL RE V IE W
DEVELOPMENT
RESEARCH EXPERIENCE ARCHITECTURE
EXPERIENCE PLANNING
CREATIVE EVENT EXPERIENCE DESIGN AND ELEMENT DELIVERY
CONCEPT COMPONENT DESIGN
ELEMENT DESIGN ASSET DELIVERY
ELEMENT DESIGN ASSET DELIVERY
EVENT DESIGN ASSET DELIVERY
DEPLOY
HU M AN
WORK FLOW
ART I FACT
DEFIN I T I O N
CO N CEPTS
PL ATFO R M S
M ED I A CH AN N EL S
FUNCTIONAL REQUIREMENTS
FINAL ASSET PREP AND
PRODUCTION
ANY F INAL RE VISIO N
TRANSFER TO OPS
STAG ING
TRADE for MKG 2013 67
•Startlistening:Trackbrandandconsumerfeedbackthroughsociallisteningenginestoinformworkandtoqualitativelymeasureimpact
•Planfordata:Buildsmallerbutscalabledatacollectionactivitiestotrack,analyzeandreportattendeeactivityforclientsandinformconcept/creativeworkthatisreviewedforinvestmentandscalingbiannually
•PlatformExpertise:Committogrowinginternalknowledgeandskillbasearoundconnectingtoandfromallrelevantsharablemediaplatforms
•Supportvs.Lead:Technologywithoutparticipationisjustacostonabalancesheet,usehumandatatodriveplanning
TRADE for MKG 2013 69
SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE || PROJECTOR | ANALYTICS |
CURRENT +
2H // 2013
P R O J E C T
AN
AL
YT
ICS
SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE+ || PROJECTOR | ANALYTICS+ | SOCIAL PLATFORM+ |
PRIOR +
1H // 2014
P R O J E C T
AN
AL
YT
ICS
SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE++ || PROJECTOR | ANALYTICS++ | SOCIAL PLATFORM++ |
PRIOR +
2H // 2014P R O J E C T
AN
AL
YT
ICS
SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE+++ || PROJECTOR | ANALYTICS+++ | SOCIAL PLATFORM+++ |
PRIOR +
1H // 2015P R O J E C T
AN
AL
YT
ICS
WEBSITECURRENT STATE
TRADE for MKG 2013 71
SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE | PROJECTOR | ANALYTICS | SOCIAL PLATFORM
E V E N TP R E - E V E N T P O S T - E V E N T
A C C O U N T M A N A G M E N T
B R A N D M A R K E T I N G T R A D I G I T A L A G E N C I E S
B U S I N E S S D E V E L O P M E N T
P R S P O N S O R S H I P
E X P E R I E N C E P L A N N I N GE X P E R I E N C E P L A N N I N G
C R E A T I V E M U L T I C H A N N E L E X P E R I E N C E D E V E L O P M E N T
C R E A T I V E D I R E C T I O N T E C H N O L O G Y
C U S T O M E R D A T A & A N A L Y T I C S
T E C H A N A L Y S T
C U S T O M E R D A T A & A N A L Y T I C S
N E T W O R K
P R O J E C T
AN
AL
YT
ICS
E V E N T P R O D U C T I O N
P R O D U C E R D E S I G N O P E R A T I O N S
I N T E G R A T E D P R O D U C T I O N
D I G I T A L + P H Y S I C A L
D E S I G ND E L I V E R Y O P E R A T I O N SD P
D I G I T A L + P H Y S I C A L
P R O D U C E RD P