the digital transformation: a new world order
TRANSCRIPT
A NEW WORLD ORDER AMA IOWA CONFERENCE: FEBRUARY 10
D I G I TA L B U S I N E S S T R A N S F O R M AT I O N
www.socran.com
W H AT W E ’ L L C O V E R T O D AY
3 F U N D A M E N TA L S T O D I G I TA L B U S I N E S S T R A N S F O R M AT I O N
T H E C H A L L E N G ET H E O P P O R T U N I T Y
T H E S O L U T I O N S
T H E O P P O R T U N I T Y
SECTION 1
G R E AT E X P E C TAT I O N S ! P R O G R E S S I O N O F E C O N O M I C VA L U E
DELIVER SERVICES
STAGE EXPERIENCES
GUIDE TRANSFORMATIONS
RELEVANT TO
UNDIFFERENTIATED IRRELEVANT TO
Customization
Customization
CustomizationDIFFERENTIATED
MAKE GOODS
EXTRACT COMMODITIES
DELIVERING SERVICES
STAGING EXPERIENCES
GUIDING TRANSFORMATIONS
DATA Siloed Data sources, basic data analysis tools
Multichannel, integrated data, basic attribution, automation
Integrated digital and online/offline, real-time decisions
powering “Digital Intelligence”
TECHNOLOGY Legacy technology and restrictive platforms
Agile development, SaaS tech, automation
Customized dashboards, automated marketing, actionable
attribution modeling
SKILLS Paid media skills, vertical skill-sets, poor training
Specialists & generalists, marketing technologists, tech,
data, UX and performance mgmt. skills
T-shaped, deep knowledge, human layer over tech,
knowledge sharing
CULTURE Rigid structures, Push not Pull, Waterfall project mgmt, siloed
teams
More fluid structure, wider range of engagements, collaborative
environment
Interdisciplinary, cross functional workflows, small nimble teams.
Permission to fail, Entrepreneurial
T H E N E W M A R K E T I N G E C O S Y S T E M
PROVIDING SUPERB CUSTOMER EXPERIENCES OFTEN MEANS GETTING MANY DIFFERENT DEPARTMENTS OR FUNCTIONAL AREAS TO COLLABORATE, ESPECIALLY WHEN THEY HAD NOT BEEN IN THE HABIT OF DOING SO BEFORE.
Front End
Social Media
Creative UIContent
Data/AnalyticsUX
Strategy Business
Transformation Consuting
Business/tech M&A
Back End Optimize
CustomerExperience
Middle
M A R K E T I N G ,C O M M S
C - S U I T E , I T, H RF I N A N C E
C U S T O M E R E X P E R I E N C E ( C X ) D E F I N E D
“THE PRODUCT OF AN INTERACTION BETWEEN AN ORGANIZATION AND A CUSTOMER OVER THE DURATION OF THEIR RELATIONSHIP” OR A CUSTOMER’S END-TO-END JOURNEY WITH A BRAND.
A D O B E F O R E C A S T I N G S T U D Y
‘CUSTOMER EXPERIENCE’ THE MOST EXCITING OPPORTUNITY OVER THE NEXT YEAR, AND OVER
THE NEXT FIVE YEARS
ECONSULTANCY AND ADOBE ASKED EXECUTIVE BRAND MARKETERS FOR THEIR FEEDBACK ON
WHERE THEIR FOCUS WOULD BE FOR THE COMING YEAR AND INTO THE FUTURE.
STARBUCKS C A S E S T U D Y
S TA R B U C K S S TA R T E D L I F E M A K I N G G O O D
C O F F E E .
T H E Y E N D E D U P G U I D I N G A N I N D U S T R Y
T R A N S F O R M AT I O N
11
12
Uber Drivers: Disrupting Amazon
13
Uber Drivers: Disrupting Amazon
14
Uber Drivers: Disrupting Amazon
15
Uber Drivers: Disrupting Amazon
16
Uber Drivers: Disrupting Amazon
17
Most Popular Holiday Drinks Per Region
WITH STARBUCKS CAFES APPROACHING A SATURATION CEILING, THERE WAS LITTLE
OPPORTUNITY FOR DOMESTIC GROWTH.
STARBUCKS HAD TO IMPLEMENT A PLAN TO SELL PRODUCTS WITHOUT
THE PHYSICAL STARBUCKS EXPERIENCE
B U S I N E S S T R A N S F O R M AT I O N C H A L L E N G E
0
15
30
45
60
April May June July Aug September
REVENUE
19
20
Uber Drivers: Disrupting Amazon
21
Most Popular Holiday Drinks Per Region
T H E C H A L L E N G E S
SECTION 2
C O N S U M E R I Z AT I O N O F I T
VA G U E O W N E R S H I P O F C U S T O M E R E X P E R I E N C E
A G I L E D E S I G N T H I N K I N G
C O M P L E X I T Y D R I V E N I N E F F I C I E N C I E S
C O M M U N I C AT I O N V I N N O VAT I O N
I M M E D I AT E A N A LY S I S & A C T I O N
T H E N E T N E T …
C A N T H E A P P R O V E R P L E A S E S TA N D U P !
A STUDY BY THE ECONOMIST INTELLIGENCE UNIT ASKED C-SUITE EXECUTIVES WHO WAS RESPONSIBLE FOR DIGITAL INNOVATION AND
THE RESULTS SHOWED:
23% SAID THE CTO 22% SAID THE CIO 1% SAID THE CMO
T H E S O L U T I O N S
SECTION 3
1 F R A M E
4
2
5 B U I L D A “ W I S E C R O W D ”
3
E S TA B L I S H A U N I F I E D P R O C E S S 6 A N A LY Z E &
O P T I M I Z E
6 TA N G I B L E T H I N G S Y O U C A N D O
A R T I C U L AT E A N O R T H S TA R V I S I O N ( 3 Y R R O A D M A P )
A S S E S S ( G A P A N A LY S I S )
1 ) A R T I C U L AT E A N O R T H S TA R V I S I O N
A BRAND IS DEFINED BY THE EXPERIENCES THEY DELIVER DELIVER A CONNECTED COMMERCE ROADMAP
2 ) A S S E S S & E VA L U AT E
LEAD A COLLABORATIVE ASSESSMENT AUDIT
30
WORK STREAM ASSESS BUSINESS PERSPECTIVE
ASSESS CONSUMERS PERSPECTIVE
1 STRATEGY ENROLLMENT
2 DATA PARTICIPATION
3 PERFORMANCE MGMT ACCOUNT MGMT
4 ORGANIZATION & RESOURCES PRIVACY
5 PROGRAM DESIGN COMMUNICATIONS
6 PROGRAM EXECUTION NA
COLLABORATIVE ASSESMENT AUDIT E V A L U A T I O N O U T P U T
Approach Program
3 ) F R A M E T H E “ N E X T ” 1 2 M O N T H S
FRAMING WORKSHOP & EXPERIENCE BRIEF: ESSENTIAL TOOLS
TACTICAL PLANNING S T R A T E G I C P L A N N I N G
COMPANIES WE RESPECT - KPI’S - USERS - FEATURES/FUNCTIONALITY/CONTENT - STAKEHOLDERS - TECHNICAL CONSIDERATIONS
FRAMING WORKSHOP
4 ) E S TA B L I S H A U N I F I E D P R O C E S S
ESSENTIAL WAY OF KEEPING EVERYBODY BOTH ALIGNED & VESTED BEHIND GOALS AND DELIVERABLES
D I S C O V E R
• F R A M I N G W O R K S H O P• T E C H N I C A L
A S S E S M E N T • S TA K E H O L D E R
I N T E R V I E W S• U X A U D I T • D I G I TA L P E R S O N N A S• C O M P E T I T I O N M AT R I X• S O C I A L W O R K S H O P• S O C I A L M E D I A A N D
C O M P E T I T V E A U D I T • B R A N D - S O C I A L
A U D I E N C E R E S E A R C H
D E F I N E D E S I G N D E V E L O P D E P L O Y
• U S E R J O U R N E Y S• S I T E M A P• C O N T E N T A U D I T &
M A P P I N G• S I T E C O N T E N T
S T R AT E G Y • I A• S C A M P S &
W I R E F R A M E S• O N L I N E S T Y L E
G U I D E S • C O P Y D E C K • U S A B I L I T Y T E S T I N G
R O U N D 1• S E O
R E C E O M E N D AT I O N •
• V I S U A L L A N G U A G E D E F I N I T I O N
• PA G E D E S I G N • C O N C P E T U A L D E I S G N S • D E S I G N G U I D E L I N E S • O N L I N E S T Y L E G U I D E • I N T E R A C T I O N
T E C H N I Q U E B R I E F• U S A B I L I T Y T E S T I N G
R O U N D 2
• T E C H N I C A L S P E C I F I C AT I O N S
• U AT P L A N• I S S U E T R A C K E R • S Y S T E M I N T E G R AT I O N • C O N T E N T L O A D I N G • S E O A N D A N A LY T I C S
I M P L E M E N TAT I O N •
• M E D I A P L A N• O P T I M I Z AT I O N P L A N
T H E 5 D ’ S
5 ) B U I L D A “ W I S E C R O W D ”
SMART COLLABORATION ISN’T JUST A NICE TO HAVE. IT’S A STRATEGIC RESPONSE TO EXTERNAL CHANGE.
socran - keynote theme
SHORE UP YOUR STARS’ COLLABORATIVE SKILLS
SELL YOUR STARS ON COLLABORATION BY GIVING
THEM QUANTITATIVE EVIDENCE THAT IT WORKS
CHANGE YOUR STARS’ BEHAVIOR BY TWEAKING SYSTEMS &
STRUCTURES
IF YOU CAN’T BE THE CHANGE, POINT TO IT
6 ) E S TA B L I S H A TA L E N T N E T W O R K
WILL BE INTERNAL & EXTERNAL
TA L E N T N E T W O R K S
PERMANENT EMPLOYEES
ASSOCIATE POOL
FREELANCE CONTRACTORS
THE ADVANTAGES OF TALENT NETWORKS ARE SEEN IN THE FLEXIBILITY AND SCALABILITY THAT THEY CAN BRING, SUCH AS THE ABILITY TO BE ABLE TO PULL IN SPECIALIST EXPERTISE WHEN NECESSARY
TA L E N T N E T W O R K S
C O N C L U S I O N
S I M P L I F Y T H E S T R AT E G I C R O A D M A P
KEEP IT EXECUTIVE FRIENDLY. TOP LINE, EASY TO UNDERSTAND, EASY TO TRACK .
socran - keynote theme
METRICS & KPI
OWNERSHIP STRUCTURE
HIRE AND ORGANIZE SPECIALISTS TO SUPPORT THE TRANSFORMATION BUSINESS MODEL ACROSS THE
ENTERPRISE INCENTIVIZE COLLABORATION
TECHNICAL APPROACH
BRING TOGETHER MULTIPLE TECHNICAL COMPONENTS FOR DATA MANAGEMENT,
ANALYSIS AND ACTIONABILITY
COLLECT A SWATH OF MEASUREMENTS THAT HELP YOU UNDERSTAND CUSTOMERS AND GAUGE THE BUSINESS SUCCESS OF ALL
TOUCHPOINTS (PAID - OWNED)
DESIGN & OPTIMIZE EXPERIENCES
TAKE A CONTINUOUS OPTIMIZATION APPROACH ACROSS THE LIFE CYCLE THAT CAN SCALE USING AUTOMATION
AND ADVANCED ANALYTICS.
NORTH STAR VISION
