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LBi Digital Academy Class 05 - Digital Strategy
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LBi Digital Academy Class 05 - Digital Strategy

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Class 05 – Digital strategy – Tools to uncover real opportunities and make your brand stand out. ...

Class 05 – Digital strategy – Tools to uncover real opportunities and make your brand stand out.

Digital is a rapidly expanding arena. Consumers today have integrated digital into their daily lives through the use of web, mobile and social activities. And brands have responded. The result is that consumers are now bombarded with messages encouraging them to view, to like, to share, to engage, etc … But with so many messages, and only limited time, why should a consumer pick your brand over another. In this session, we will explore the opportunity for your brand to differentiate itself and stand out from competitors using a few practical tools, frameworks and strategic thinking exercises.

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  • THIS NEEDS TO BE YOU TALKING ABOUT YOU.
  • Cover slide. Add name and copy to the top red bar area. The smaller image areas in the bottom left corner should be used for client logos (optional).
  • Who is coming to the academy for the first time?Who was here last time I spoke?Who here is a digital professional?Who here works in areas of marketing outside of digital?Who is just here for the free breakfast?
  • We have always asked this question
  • Every minute of the day:100,000 tweets are sent684,478 pieces of content are shared on Facebook2 million search queries are made on google48 hours of video are uploaded to YouTube47,000 apps are downloaded from the App Store3,600 photos are shared on Instagram571 websites are created$272,000 is spent by consumers online
  • Communication
  • 80% of a brands buyers know little or nothing about the brand
  • This is an example of how brands think incorrectly about relationships.The assumption being that the like gives them a relationship. Most people don’t care about brand.
  • But most consumers don’t care as much about brand as they do about convenience.
  • So how do brands that create real preference do it?They ask one simple question. Who do you want your customers to be?Starbucks invested in educating coffee drinkers. They actually shifted the mindset from having people who just needed a short caffeine fix to people who care about organic freetrade beans that are locally roasted …Michael Schrange from Harvard Business review just wrote a great book called “Who do your customers want to become?” where he says that brands need to start thinking about their consumers just like employees and ask themselves how to invest into the development of their customers. What can you give them that helps them “become” what they want to be.
  • Michael SchrangeHow are you using digital media to help your best customers and prospects to better educate themselves? How are you making them smarter and more capable? Companies like Amazon, Google, Apple, Ikea and IBM have answers to that question. What's yours?
  • Michael SchrangeHow are you using digital media to help your best customers and prospects to better educate themselves? How are you making them smarter and more capable? Companies like Amazon, Google, Apple, Ikea and IBM have answers to that question. What's yours?
  • Diagnosis – Fewer new customers coming to market. Energy providers are all competing for the same customers. Acquisition costs more than retention. People don’t like paying high energy bills.Policy – Help people save money on their energy bills.Action – Implement tools to help customers become energy fit. This is all about how they can be more efficient. From better plans to insulation and adding local solar to their homes.ADDING TO THE CONVERSATION BY BEING RELEVANT WHEN PEOPLE WANT TO SAVE.
  • Diagnosis – People are downloading music illegally, but most say they are happy to pay for some of the music.Policy – Make music free to access.Action – Create a digital service that lets people listen to anything they want for free with some adds. Or add free if they pay a small sum.ADDING TO THE CONVERSATION EVERYWHERE WITH NEW PLAYLISTS. CONTENT SHARED ON FB. ETC.
  • Diagnosis – Everyone knows the brand. Supply chain and distribution are in great shape. The product is everywhere. Need to appeal to a lifestyle segment not represented by other brands.Policy – Represent extreme sports.Action – Own the area of extreme sports. Their website doesn’t even have anything about the product. It is just great branded content.ADDING TO THE CONVERSATION BY TALKING ABOUT TOPICS NEAR AND DEAR TO PEOPLE. OR BY DOING SHOCKING THINGS LIKE THE SPACE JUMP. CREATE CONTENT THAT GETS SHARED.
  • Diagnosis – Banks are the bad guys, and basic tasks are difficult.Policy – Help people do things Action – Implement tools to help customers become energy fit. This is all about how they can be more efficient. From better plans to insulation and adding local solar to their homes.ADDING TO THE CONVERSATION BY BEING RELEVANT WHEN PEOPLE WANT TO SAVE.
  • What drives commercial returns for your business?How is the business developing and what is the strategy going forward?How does your operating structure enable success and where does it imped progress?How are competitors positioned and what differentiates your offering?What alternative options are available?What trends are there which can be leveraged?Who is your audience?What are their goals and desires?How does their behaviour support those goals?Who do you want them to become?
  • Coaching / Data /
  • Create: being led by inner character to createWork with selected people to create in areas of shared interestsObjective - be seen as helping foster ‘character’ in the worldCelebrate: giving a wider stage to our joint creationsActively shout and celebrate about the great realisations that have come from our collaborationsObjective – increase emotional engagementFacilitate: help all those who share our interestsLower the barriers so that people can engage in our ‘create’ activity’ by themselvesObjective - play an active role in helping others try new thingsCurating: being interested in the conversationHarness the diversity of thought online so that others can see, engage and celebrate our shared interests’Objective – be seen as interested in what we stand for
  • 1. Why did your car stop? - Because it ran out of gas.2. Why did it run out of gas? - Because I didn’t buy any gas on my way to work.3. Why didn’t you buy any gas this morning? - Because I didn’t have any money.4. Why didn’t you have any money? - Because I lost it all last night in a poker game.5. Why did you lose your money in last night’s poker game? - Because I’m not very good at “bluffing” when I don’t have a good hand.

Transcript

  • 1. We are…
  • 2. Putting the right foot forward
  • 3. Thank you and enjoy breakfast
  • 4. This is me Justin Peyton Twitter: @justinkpeyton Facebook: justin.peyton LinkedIn: Justin Peyton Instagram: jupmoves
  • 5. WHO ARE YOU?
  • 6. Last time I was here
  • 7. 6 questions that need answersWHO? WHEN?WHAT? HOW?WHY? WHERE?
  • 8. As a <role> I want <goal/desire>, so that <benefit>
  • 9. The promise for todayDive into digital strategyWhat is a good strategyIdentifying the real issues and solving real problemsSome tools for exploring and finding the best solutionpossible What should digital strategy do?
  • 10. INTERRUPTION OR ADDITION
  • 11. Broadcast strategy
  • 12. Digital strategy
  • 13. So now let’s work
  • 14. WHAT MAKES A STRATEGYSUCCESSFUL?
  • 15. we want a deeper relationship with our audience
  • 16. "The first step of makingstrategy real is asignificant, meaningfulinsight about how towin." ~ Richard Rumelt, Good Strategy/Bad Strategy
  • 17. Make it easy to succeed High Motivation Triggers succeed here Triggers fail here Low Hard Easy AbilityFramework by BJ Fogg
  • 18. ARE YOU GIVING CONSUMERSSOMETHING THEY CARE ABOUT?
  • 19. “Almost every app built for a brand onFacebook has practically no usage …heavy, “immersive” experiences arenot how people engage with brands… heavyweight experiences will failbecause they don’t map to real life.” - Paul Adams Facebook Global Head of Brand Design
  • 20. 72% of Pepsi drinkers also drink Coca-Cola
  • 21. Who do your customers want to become?
  • 22. HOW DO YOU STAND OUTAND CREATE EFFECTIVE STRATEGIES?
  • 23. Strat•e•gyEvery good strategy includes:- a “diagnosis” of the challenge (“What’s going on?”)- a “guiding policy” for dealing with that challenge (the core idea often called a strategy)- and a set of “coherent actions” to carry out that policy (the implementation)
  • 24. WHO CAN WE LEARN FROM?
  • 25. Our first exercise: A differentiated vision Vision Strategy Tactics
  • 26. FIND YOUR ZAG
  • 27. Finding your zag“Our brand is the ONLY [INSERT BRANDCATEGORY] that [INSERT BRANDPURPOSE].”
  • 28. Qualities of a good zagGood are the attributes that customers value: – quality, workmanship, good aesthetics, low price, high functionality, ease of use, speed, power, style…Different are the attributes that make you different: – surprising, weird, ugly, fresh, crazy, offbeat, novel…A statement to bring it together. This statement identifieswhat makes you the ONLY one doing what you’re doing. Azag isn’t merely differentiation, but RADICAL differentiation.
  • 29. StarbucksFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 30. WhoFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 31. WhatFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 32. HowFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 33. WhenFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 34. WhyFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 35. WhereFor people who have 15 minutes to spend onthemselves, Starbucks is a familiar socialexperience that brings comfort, reliability, andenjoyment to the everyday coffee-drinkingroutine.Unlike other habits, rituals, and indulgences,Starbucks consistently delivers your days bestbreak wherever or whenever you need it.
  • 36. EXERCISE 1:FIND YOUR ZAG
  • 37. 10 minutes
  • 38. VisionYour ZagStrategy Tactics
  • 39. DOES YOUR ZAG SAY WHAT YOU WILL BE FAMOUS FOR?
  • 40. Helping customersspend less on their product
  • 41. Ad supported free music for everyone
  • 42. Do what others wouldn’t dare.
  • 43. Started the biggest challenge to the Financial Servicesindustry in it’s history.
  • 44. EXERCISE 2:WHAT WILL MAKE YOU FAMOUS
  • 45. Exercise 2Put yourself in the brands eyes. – What will the headlines read in 2 years. – Don’t think to far out because you want the things that are achievable
  • 46. Vision Your Zag StrategyFamous for what Tactics
  • 47. So we know where we’re going …
  • 48. Or do we? do we get there? But how
  • 49. The ingredients of opportunity BusinessEnvironment Audience
  • 50. Business canvas
  • 51. Drivers for innovationMeet user needs Value proposition /Get a job done technical driven Multiple- epicentre Finance Driven driven
  • 52. Nike+ example Digital Motivation Community Apple development Runners Hardware manufacture Competition Android Performance Technology insights buffs Web Social Developers Agencies App Supply Hardware chain Advertising MoreAgency & sales shoesdevelopment soldfees
  • 53. EXERCISE 3:BUSINESS CANVAS
  • 54. Business canvas
  • 55. Vision Your Zag StrategyFamous for what TacticsMaking it happen
  • 56. CURATE ATTITUDE CHANGEFACILITATE CREATE BEHAVIOUR CHANGE CELEBRATE
  • 57. SO THAT IS HOW WE WILL GET THERE.
  • 58. OR IS IT?
  • 59. How do we validate our thinking andwhat happens ifsomething goes wrong?
  • 60. 5 WHY’S ORLOGIC TRAIN
  • 61. Logic train Vision How? Strategy How? Tactics
  • 62. Logic train Vision Why? How? StrategyWhy? How? Tactics
  • 63. Book recommendations
  • 64. Branded Content 28th March 2013 Advertising. Print, TV, whatever. It’s fine. It does a job. If it’s executed well it reaches a lot of people with a clear message. But it’s expensive. And it’s inefficient – the old “which half?” gag is still spot-on. And it’s getting more inefficient, because people are spending more of their time out of the reach of advertising’s battering-ram.Led by Graham Hodge Head of BrandedContent, LBi In this session we talk to you about whatGraham Hodge heads the Branded branded content is and how to leverageContent and Creative Services practice it to tell interesting stories that helpsat LBI. His mission is to help LBI clients brands build loyalty and affinity withto enjoy deeper relationships with people.their customers through creativeexcellence and content.
  • 65. Thank you