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SMARTE Social Media Methodology for Developing World-Class and Best Practice Marketing & Social Media Capabilities

SMARTE Social Media Methodology for Developing World-Class and Best Practice Marketing & Social Media Capabilities

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SMARTE Social Media Best Practices SMARTE Social Media Best Practices Presentation Transcript

  • Edge UP Marketing
    SMARTE: The Social-Media Adaptive/Responsive/Transcendent Enterprise
    © 2009 Edge Up Marketing, All rights reserved. Contents Confidential and Proprietary, Edge Up Marketing Use Only.
  • Presentation Purpose
    Present our Expertise and Point of View on Social Media:
    • Trends
    • Concepts
    • Applications
    • Marketing
    • Statistics
    • Pitfalls
    Highlight Our Consulting Offerings: Zeitgeist & Coffee Social Media Manager and SMARTE – Social-Marketing Effectiveness Methodology & Approach
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Contents
    What is Social Media?
    How is Social Media Changing: Media, Business
    The 4 C’s of Social Media
    Social Media Applications & Marketing
    Social Media Statistics
    Common Social Media Mistakes & Pitfalls
    SMARTE Definition, Benefits, Steps to Achieve
    SMARTE Methodology & Delivery Approach
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • What is social media?
    Wikipedia says: Social media are primarily internet-and mobile-based tools for sharing and discussing information among human beings. The term most often refers to activities that integrate technology, telecommunications and social interaction, and the construction of words, pictures, videos and audios. The interaction, and the manner in which information is presented, depends on the varied perspectives and “building” of shared meaning among communities, as people share their stories and experiences. Businesses also refer to social media as user-generated content or user-generated media.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • What is social media?
    Blogging
    Microblogging
    Videoblogging
    Photoblogging
    Podcasting
    Mapping
    • Social networking
    • Social voting
    • Social bookmarking
    • Lifestreaming
    • Wikis
    • Virtual worlds
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • How is it changing… media?
    Pew Research, December 2008
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • How is it changing… media?
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • How is it changing… business?
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • How is it changing… business?
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • How is it changing… business?
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • How is it changing… business?
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • The 4Cs of Social Media
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • The 4Cs of Social Media
    Visible
    Content
    Collaboration
    Community
    Cumulative Perceived
    Value
    Obscure
    Simple
    Difficult
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • 4Cs of Social Media: Content
    Consumers
    Visible
    Caretakers
    Contributors
    Content
    Creators
    Collaboration
    Community
    Cumulative Perceived
    Value
    Obscure
    Simple
    Difficult
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • The Social Technographics Ladder
    Definition of the Types of Social Media Segments
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • The Social Technographics Ladder
    Source: Forrester Social Technographics Profile
    Statistics on the Types of Social Media Segments
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Other Rules of Thumb
    The 50-20-10-2 rule
    * 50% of people will passively participate
    * 20% will actively and frequently consume/trade content
    * 10% chime in opinion/rate and vote on content
    * 2% develop and innovate content
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Common Social Media Applications
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Social Media (SM) Marketing (SMM)
    SM Marketing relies on the audience to distribute and engage in the dialogue and sometimes the creation of additional content.
    Its about engaging, communicating via a dialogue and interacting with people. More so customers.
    Increasing traffic to a site by links, brand awareness and well attention.
    You pay attention to what your customer/user wants and needs!
    You do this by listening, interacting, chatting.
    One does this by having a presence on social networking sites and channels.
    Social Media Marketing is the venue to develop viral marketing
    http://wiki.beingpeterkim.com/
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • What is viral marketing?
    “Viral marketing refers to marketing techniques that use pre-existing social networks to produce increases in brand awareness or to achieve other marketing objectives (such as product sales) though self-replicating viral processes…It can be word-of-mouthdelivered or enhanced by the network effects of the internet” ---Wikipedia
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Currently Practiced Forms of Word of Mouth
    Social media: blogs and podcasts (45%)
    Social networks (42%)
    Buzz/Guerrilla Marketing (25%)
    Influencer Programs - 23%
    Brand Experience Initiatives (21%)
    Viral Ads (18%)
    Brand Communities (16%)
    Source: Agent Wildfire Research 2008
    Brand/Customer Community-building WOM
    Social Media Production/Outreach WOM (i.e. blogs, podcasts)
    Social Network Production/Outreach WOM
    Viral Marketing/Advertising WOM
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Viral Marketing Further Defined
    Simply relies on the audience to distribute the objective-Uses social networks like Facebook, MySpace,  LinkedIn, Twitter to help achieve an objective…i.e. sales, brand awareness, etc
    This objective is obtained by a “Viral Action”. This action is people passing  on the content such as video, picture, an application, banner, and even just word (voice) of mouth.
    Bottom Line: Viral relies on the audience to spread the message with little or no interaction. Its generally a one time interaction.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Three factors making things go viral
    The law of few: the connector; the maven and the salesmen
    The stickiness factor
    The power of context
    According to the “tipping point”…
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • What is brand community?
    “Brand community is a specialized, non-geographically bound community, based on a structured set of social relations among admirers of a brand.”
    (ALBERT M. MUNIZ, JR. THOMAS C. O’GUINN, 2001)
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Brand Community Realities
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Brand Community Types
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Advantages of building a brand community
    DIRECT BENEFIT
    INDIRECT BENEFIT
    New distribution, selling, customizing channel
    Superior innovation/solutions
    Galvanize employee/vendor
    Organizational wide costumer-centricity
    Better insight and quicker feedback
    Competitive intelligence / market needs
    Prepare launches/market introductions
    Runaway word of mouth/evangelism
    Reduce customer support costs
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Power of the community
    Among community members:
    91% believe community enables them to give candid feedback
    82% were more likely to recommend the company to others
    76% felt more positively about the company
    Community users remain customers 50% longer than non-community users. (AT&T, 2002)
    56% percent of online community members log in once a day or more (Annenberg, 2007)
    Customers report good experiences in forums more than twice as often as they do via calls or mail. (Jupiter, 2006)
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Sources of E-WORD-OF-MOUTH
    Viral marketing refers to the practice of a marketer creating an internet promotional vehicle to draw attention to a brand, most often in the form of an email or website address link that is distributed online by consumers.
    Brand communityrefers to a specific classification of a social network that revolves around a particular brand.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • TWO MODELS OF INFLUENCE
    1) Normative influencing:
    Where recipient behavior is based on interpreting the information provided by the influencer as an implied expectation to conform.
    Underlying mechanism influencing actions are:
    Identification andcompliance
    2) Informational influencing :
    Where recipient behavior is based on a personal evaluation from the information provided by the influencer.
    Underlying mechanism influencing actions are:
    Internalization
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    Social Media Roi & influence
    Engagement
    Exposure
    Influence
    Action
    Increased: ROI Potential, Difficulty to Influence
    • Exposure – to what degree have we created exposure to content and message?
    • Engagement – who, how and where are people interacting/engaging with our content?
    • Influence – the degree to which exposure and engagement have influenced perceptions and attitudes
    • Action – as a result of the social media effort, what actions if any has the target taken?”
  • Social Media Statistics – Social Media Is Here to Stay
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Business is Responding
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    Social Media Can Positively Influence Sales If Managed Properly
    Source: Associated Press
  • Does your company have a defined Social Media Strategy?
    n=21of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • People in your organization who "get" social media?
    n=21of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Does Senior Management Support Social Media?
    n=21of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Does Senior Leadership Listen to Social Media Feedback?
    n=21of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Do Corporate Buyers have an annual Social Media budget?
    n=21of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Percentage of your total budget allocated to Social Media in 2009
    N=19 of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • What are the top 3 Questions you should ask social media vendors?
    n=21of 46 org buyerstotal respondents 145
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Top Social Media Objectives
    SocialMediaBuyersGuide.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Social Media Statistics
    Dell Computers
    Consider these statistics:
    • At start of program, 49% of blog posts were negative.  Today,
    overall tonality is 22% negative.
    • Direct2Dell currently ranked about 700 on Technorati, among
    the highest corporate blogs.
    • Direct2Dell gets more than 5 million unique views per month
    • Over 7000 ideas have been submitted via Idea Storm
    • Studio Dell is gets more than 200,000 views per month
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Social Media Statistics - Branding
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Social Media Statistics – Policy
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Social Media Statistics – Market Responsiveness
    Amazingly only 4% of large businesses actually post a public rebuttal to negative comments, instead letting those comments sit and influence customer opinion!
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Common Social Media Pitfalls and Mistakes (1 of 2)
    Social Media Organization is separate from Brands and Marketing
    Social Media customer intelligence is not integrated and managed as a strategic asset: Product Management, Branding, Campaign Management, Customer Experience, Sales
    Taking Action or developing customer responses without properly ascertaining the customer sentiment or mood
    Utilizing traditional media tactics for bi-directional and conversational social media venues
    Brand Experience is not common across all social media venues and platforms
    Social Media presence or listening is limited and does not cover all of the relevant venues and sites
    Acknowledgement of customer brand input is not acknowledged and responded to which translates into a negative customer brand experience
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Common Social Media Pitfalls and Mistakes (2 of 2)
    Create consistent rules for the posting and judging of content so that customer experience consistency and fairness is achieved
    Inability to synthesize and analyze intelligence from across multiple social media venues and platforms creates an inability to develop a coherent brand action plan
    Social media efforts are judged as non-authentic or genuinely concerned with the customer, leading to a degraded customer brand perception and overall customer experience
    Brands feel compelled to respond to every negative comment posted on the brand
    Assuming customer opt-in permission and channel preference is the same for traditional media
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Common Social Media Pitfalls and Mistakes
    Group that literally sits in one tower and there’s the communications social media group that sits in another tower. Unfortunately, we’ve kind of been experimenting in separate and often different directions without really coordinating with each other. As we are going about the kind of reorganization that we’re doing right now, one of the big things that we’re trying to figure out is how to better connect these. These are not things that can happen separately, any longer.
    Source – General Motors
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    Successful social media management involves careful orchestration & Management
    Source: Associated Press
  • Our social media SERVICES
    Social Media/Marketing Lifecycle
    (1) LISTEN
    (2) UNDERSTAND
    (3) ENGAGE
    Data Analysis
    Insights
    Data Collection
    Data Mining
    Strategy
    Tactics
    Conversations Manager
    Social Media Platform:
    SMARTE: DIAGNOSTIC/ROADMAP
    People & Organization
    Technology / Data / Insights
    Process / Standards
    Strategy / Tactics
    Holistic Assessment
    Our offerings facilitate best practice social media & marketing capabilities
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • SMARTE Maturity Model
    • Overview
    • Business Practice and Capability Definitions
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • What is SMARTE?
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    SMARTE is a methodology and an approach to accomplish the following:
    Holistically* assess and benchmark you current environment in terms of current social media capabilities vs. best practice (SMARTE) capabilities (includes xxxx and xxx)
    Develop a vision of your future state social media capabilities vs. best practice (SMARTE) capabilities
    Develop a roadmap of specific, actionable and prioritize initiatives to achieve your future vision (SMARTE) social media state
    *Holistic assessment covers business processes, information systems and technologies, organization, culture and competencies
    SMARTE Enables You to Build a World-Class Social Media Program
  • Benefits of SMARTE
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    • Benchmarks the organization in terms of current capabilities vs.
    SMARTE best practice capabilities
    • Develops a view of current capabilities vs. competitors
    • Develops a roadmap of future initiatives to achieve future vision
    state and competitive advantage
    • Enables a higher (SMARTE) capability to achieve the following:
    a) Acquire more customers
    b) Retain customer longer (reduce churn)
    c) Grow share of customer wallet and spend
    d) Develop relevant, valuable, and timely customer products before
    the competition
    e) Reduce cost by eliminating inefficient and ineffective social
    media & marketing practices and structures
    SMARTE Improves your Ability to Manage your Brands via Social Media & Social Media Marketing
  • STEPS TO ‘GETTING SMARTE’
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    Identify current state of SMARTE capabilities vs. best practice
    (benchmark current capabilities)
    Define Future Vision State of SMARTE capabilities (define future capabilities)
    a) Identify capability gaps to achieving the future state vision
    Develop a SMARTE “Blueprint” which includes recommended changes in:
    a) Strategy, Process, Organization and Technology
    Create a business case and benefits realization approach to support funding
    of initiatives to achieve the future vision state
    SMARTE Takes a Holistic Approach to Improving your overall Social Media Capabilities
  • Target
    Maturity Levels
    Current
    Business Practices
    SMARTE - From Concept to Action
    A SMARTE blueprint involves bridging the gap between thought and execution to produce actionable recommendations
    SMARTE Maturity Model / Assessment –
    Where Are we Now vs. SMARTE & Best Practice?
    Vision / Blueprint – Where do
    We to Be vs. SMARTE &
    Best Practices?
    Programs / Initiatives
    • Develop & Evolve Social Media Analytics
    • Implement Social Media Conversation Manager
    • Social Media Analytic Platform – Tech..
    Current State
    Of Social Media
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    Business Case
    Justifying Program
    Investment
    Future State
    Of Social Media
    Specific Projects to Achieve
    Future SMARTE State
  • The SMARTE Maturity Model is a Benchmarking Assessment Tool
    A maturity model provides a framework for assessing which SMARTE capabilities have been developed and which capabilities need to be developed. Such a gap analysis guides the formulation of initiatives that will enable {client} to become more social media and brand capable (SMARTE). Drawing from EdgeUp Marketing’ industry and customer relationship management experience, the project team developed a maturity model specifically for {client}.
    Client Perspectives
    EdgeUp Marketing’ Point of View
    ClientPriorities& Objectives
    Best-in-ClassResearch
    • Customer Service
    • Branding
    • Customer Messaging
    • Social Media Analytics
    • Industry experience
    • CRM expertise
    • Thought leadership
    • Client industry
    • Cross-industry
    • Expert outlook
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    The SMARTE Maturity Model
  • The Model Helps Answer Key Strategic Questions
    In effect, the SMARTE Maturity Model helps answer many of the key execution questions raised by {client’s} strategic priorities. Not only does it provide a suitable context for structuring the issues that {client} faces, but it also serves as a frame of reference by which to measure success.
    {client’s}Strategic Priorities
    Execution Questions that the Model Answers
    What capabilities enable record-breaking execution?
    Break the Records
    What should be integrated first, and how?
    Integrate Everything
    How can the right customers be acquired?
    Social Media Excellence
    What are the right things to do to get SMARTE?
    Do it the e-Way
    What does a social media best practice capability look like?
    Create the Future
    • Capabilities
    • Priorities
    • Tasks
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • A Summary of the SMARTE Maturity Model’s Benefits
    In summary, the model translates the vision of the ideal SMARTE enterprise into specific best practice customer centric business practices and capabilities.
    A Conceptual Model
    The Benefits of Using a Model
    • Identifies and prioritizes customer-centric and SMARTE capabilities
    • Enables assessment of the enterprise’s customer-centric and SMARTE maturity
    • Enables envisioning of the enterprise’s desired customer-centric and SMARTE capabilities
    • Articulates the capability gaps between the current and future states
    • Provides a re-usable tool for consistent monitoring and measurement of progress
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • The Components of the SMARTE Maturity Model
    The SMARTE Maturity Model is composed of six groups of customer-centric capabilities, called Business Practices. An organization’s position in each Business Practice can be assessed at one of five stages, called Maturity Levels.
    SMARTE Business Practices
    SMARTE Maturity Levels
    Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations- Do your strategies capitalize on your customer-centric and SMARTE capabilities? Without an effective action plan, your customer-centric insight, including those from social media, will go unleveraged
    Leading - An organization that has differentiated itself based upon customer-centric social media capabilities and simultaneously redefined those capabilities
    Leverage Social Media Insight as a Strategic Asset – How do you collect, manage and transform social media market feedback into actionable intelligence? Your ability to capture and leverage this social media information is critical to creating a competitive brand (sales, marketing, products) advantage.
    Optimizing - An organization that has not only developed customer-centric social media capabilities but also actively integrates them into its daily operations
    Enhance Sales Growth through Optimized Social Media Tactics - Are you consistently generating brand and product excitement and developing a cult following? Key tactics developed from social media ‘listening’ help develop excited and brand loyal customers eager to buy products.
    Practicing - An organization that has implemented basic customer-centric social media capabilities
    Develop & Evolve Social Media Conversation Management Capability & Platform - Do you know how to effectively respond to all of the various social media venues and messages? A conversation manager allows you to listen and respond effectively to the social media market.
    Developing - An organization that has a rudimentary, loosely-woven set of customer-centric social media capabilities in place
    Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value: How well do you maximize your social media efforts across functions and business units? To truly realize the full benefits of the SMARTE enterprise, the individual organizations must move synergistically (e.g. social media. Marketing, product management, sales)
    Aware - An organization that exhibits few customer-centric social media capabilities
    Maximize the Customer Social Media Brand Experience – How well do you develop a proactive and positive social media presence that delights customers and keep them responding positively to your products/brands? Developing a consistent, sustained and positive brand interactions with customers will strengthen brand images and hence sales, word-of-mouth & viral marketing, etc.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Definition: Align Strategy with Social media insight
    Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations
    Leveraging actionable social media insight, the SMARTE enterprise formulates strategies that will focus on reaping the value from this intelligence in order to acquire customers faster, grow customer spend, and keep customer loyal for longer periods of time. All of this starts by leveraging insights gleaned from social media intelligence
    The SMARTE enterprise has these capabilities . . .
    Leading
    • Develops proactive marketing programs to address individual customer’s needs based on social media insight & trends
    • Matches offers (price and selection) to customers’ specified needs based on real-time social media & other feedback
    • All social media insights responded to/addresses
    • Segments created/managed based on social media input
    Optimizing
    • Develops some marketing programs that address each customer’s needs and social media trends
    • Matches offers to social media input
    • Integrates product management programs with social media input
    • Increases usage of customers’ existing products (vs. just selling new products) by building demand via social media venues
    Practicing
    • Builds marketing programs to meet average needs within a segment
    • Designs customized product bundles based on social media insight
    • Wins back profitable customer who have left by leveraging social media
    • Up-sells and develops loyalty programs based on social media input
    • Develops some service levels based on social media insight
    Developing
    • Develops products based upon rudimentary segmentation
    • Monitors the reasons behind customer defections and is aware of social media dissention
    • Products and campaigns developed based on social media input intuition
    Aware
    • Realizes social media points to different value and needs
    • Provides the same level of marketing and products to everyone, regardless of social media ‘learnings’
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Leverage Social Media Insight as a Strategic Asset
    The SMARTE client captures customer social media insight, a highly valuable information asset, from all relevant social media venues and forums. They then transform this information into valuable customer market insight and actionable intelligence that can be leveraged throughout the organization.
    Definition: Leverage social media insight as a Strategic Asset
    The SMARTE enterprise has these capabilities . . .
    Leading
    • Industry leader in gathering diverse customer information including developing and leveraging social media intelligence
    • Integrates data across industries and business partners
    • Stores and records data in a benchmark-able cross-industry format (e.g., can be used by partners and other non-competitors)
    Optimizing
    • Seeks and enhances data collected beyond traditional customer contacts (e.g. partners, other non-competitors, social media venues)
    • Collects and integrates cross-unit social media data in common database architecture
    • Cleans and updates data regularly including social media trending
    Practicing
    • Gathers ‘non-conversational’ customer information (e.g., where they navigate, how often they stay, what they finally purchase, social media analytics)
    • Solicits and stores appropriate data from most customer contacts and social media feedback
    • Centralizes social media data into common customer database architecture
    Developing
    • Collects customer data collected from some customer contacts and inconsistently for social media data
    • Collects customer data in decentralized “fiefdoms”, including social media ‘learnings’
    • Stores social media data in different formats
    Aware
    • Collects anecdotal customer information
    • Stores some transactional customer data in isolated areas
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Enhance Sales Growth through Optimized Social Media Tactics
    Social media when orchestrated properly can support increased brand perceptions, successful product launches, and product sales programs. Key to this orchestration is the need to successfully align customer expectations to the delivery of social media messaging and promotions. When this is optimized, customers develop into brand followers and a brand cult is established based on the excitement and perceived value generated from social media.
    Definition: Enhance sales growth via social media tactics
    The SMARTE enterprise has these capabilities . . .
    Leading
    • Employs rigorous processes to leverage social media information and insight to enhance sales provocations and positive brand images
    • Makes social media an integral part of the sales development process by transforming social media into demand generator
    Optimizing
    • Implemented systems and processes that develops insights into market demand from social media venues
    • Integrates most customer feedback from social media to understand customer satisfaction, needs, trends
    • Proactively manage customer expectations via social media
    • Communicates expectations and brand promises via social media
    Practicing
    • Uses ad-hoc processes to collect and combine demand information from select social media interactions
    • Uses customer social media surveys and focus groups to understand customer needs and market demands
    • Sets customer sales programs on a mass level with a with common message
    • Solicits knowledge of what customers expect when they interact via social media (vs. just communication needs)
    Developing
    • Collects and combines social media information and brand experiences about some customers on a spot basis
    • Communicates brand expectations with differing messages across various social media venues
    • Interprets social media expectations within select brand areas
    Aware
    • Uses anecdotal evidence to interpret sales program effectiveness
    • Implicitly assumes customer expectations, needs, demand
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Definition: Enhance brand perceptions via social media conversation management
    Develop & Evolve Social Media Conversation Management Capability & Platform
    Often, companies do possess a common and effective platform for managing social media conversations, hence are missing the opportunity to enhance the quality of these interactions. A best practice company develops and evolves a robust platform for managing social media conversations across all venues
    The SMARTE enterprise has these capabilities . . .
    Leading
    • Proactively manages customer social media conversations throughout the enterprise
    • Effectively maps nearly all social media contacts into segments
    • Makes real-time conversation adjustments to dynamic customer social media feedback models
    • Makes real-time conversation adjustments to dynamic needs-based customer social media feedback and trends
    • Has a robust/automated social media conversation management platform
    Optimizing
    • Integrates customer social media qualitative information across customer touch-point systems in order to optimize conversations
    • Effectively maps most social media participants conversation types
    • Platform for managing conversations is semi-automated across most brands
    Practicing
    • Works to develop a common conversation based on manual means and tracking
    • Working toward developing a more robust tool set to manage the social media environment and conversations
    Developing
    • Has some social media interactions with some brands
    • Actively manages the conversations for limited periods of time
    • Platform to manage conversations is mostly manual
    Aware
    • Understands where social media conversations are taking place
    • Understands what should be done to manage conversations more effectively
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Definition: Optimize Social Media Capability
    Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value
    ALL parts of a truly SMARTE enterprise move in harmony. This means coordinating all aspects of social media (strategy, people, technology, and processes) so that this function integrates seamlessly with, and effectively supports, all company functions: sales, marketing, product management, branding, PR, etc.
    The SMARTE enterprise has these capabilities . . .
    Leading
    • All business units rapidly respond to changing enterprise social media driven priorities based on developed enterprise level best practice processes
    • Has virtual units collaborating on projects relating to managing social media more effectively
    • Supports an internal ethos for driving positive change across people, process, technology, standards to improve social media effectiveness
    • Funds social media improvement projects in the context of all of the enterprises' business strategy and priorities
    Optimizing
    • Maintains and refines processes that enable social media cross-unit synergy (e.g. campaigns, sales, branding, product launches)
    • Manages customer management processes across business units and shares important information cross units (e.g., low customer satisfaction, feedback, positive trends, etc. )
    • Provides some incentives for employees to achieve social media targeted cross-business unit objectives
    Practicing
    • Consistently coordinates social media efforts and business flows (e.g. marketing campaigns) across business units using common processes and standards
    • Integrates social media processes across some business units
    • Rewards significant social media cross-unit achievements
    Developing
    • Relies on the initiative of employees to coordinate efforts and improve social media capabilities across business units
    • Actively shares some pockets of social media best practices cross business units
    Aware
    • Realizes that cross-business unit social media standards are important
    • Develops social media processes for some units on an ad-hoc basis
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Maximize the Customer Social Media Brand Experience
    Inconsistent and unbalanced customer social media experiences can result in losing or dissatisfying your customers. Managing customers’ social media experience consists of four key components: customer social media intelligence, proactive branding; delivery of tailored social media messages; and developing a learning, consistent and multi-touch customer social media relationship.
    Definition: Maximize the social media brand Experience
    The enterprise has these capabilities . . .
    • Brand communities rated in the top 5% w/recognized brand cult status that is proactively measured and managed
    • Recognizes customers at all social media venues with highly relevant and engaging messaging & content
    • Participates in customer-centric best-in-class cross-industry partnerships to coordinate social media brand messaging
    Leading
    Optimizing
    • Leverages trigger- or event-based marketing to produce situation-specific marketing offers that correspond very closely with customer & market needs based on social media feedback
    • Recognizes customers at all social media forums
    • Offers a robust set of self-service functionality over multiple social media mediums, with personal help easily accessible upon request
    • Migrates nearly all customers to most appropriate social media channels
    • Utilizes systems and processes to deliver coordinate marketing, sales and service messaging across social media venues and forums
    Practicing
    • Has begun to develop select messaging that respond to information gathered during some social media interactions
    • Recognizes customers at nearly all social media venues
    • Coordinates some marketing, sales, and service messaging across social media touch-points
    • Tests select offerings via social media such as allowing customers the choice of separate or bundled products and services
    Developing
    • Develops marketing offers for segments after periodically mining and analyzing customer social media data
    • Recognizes customer at a limited number of social media touch-points
    • Rewards customer treatment via ad hoc methods
    • Organizes in a product-oriented design with customer-centric champions
    • Allows marketing, sales and service groups to manage touch-points independently, including social media venues, forums, etc.
    Aware
    • Interacts with customers via social media on an ad-hoc, intermittent basis
    • Social Media Interactions and Experience is product and brand specific
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Managing CUSTOMER Brand Experience Levels via social media
    Customer Satisfaction is a measure of actual treatment relative to expected treatment. Many companies strive to delight their customers all of the time, but higher treatment levels often equate to higher delivery costs, and can reduce a company’s profitability. With this in mind, understanding customer expectations in order to selectively meet or delight customers becomes the cornerstone of well executed programs.
    Satisfied
    Delighted
    Disappointed
    Goal: Foster social media advocacy
    High
    Importance to
    Customer
    Very Satisfied
    Satisfied
    Very Satisfied
    Satisfied
    Low
    Identify Customer Social Media Trends. Needs, etc.
    High
    Low
    Exceptional
    Experience Quality
    (i.e., Actual treatment delivered - expected treatment)
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  • Align Customer experience with customer Brand Perception & requirements
    High
    Disappointed Customers
    On Target: Expected = Delivered
    Experience
    Importance of Experience to Customer / Prospect
    Over Served Customers
    Low
    Low
    High
    Actual Level of Treatment Delivered
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Progress can be Incremental
    As this example illustrates, an organization does not need to, and may not be able to, advance equally in all Business Practices. Instead, there may be greater impact and return on investment if the enterprise focuses its resources on extending its capabilities along its own optimal profile. In fact, the Business Practices are independent of each other; progress can be made at a different pace within each area.
    ExampleProfile
    Leading
    Bridging Capabilities
    • Integrate Social Media ‘Learnings’ into Product Development
    • Implement Social Media Manager
    • Re-Align Social Media Organization
    Optimizing
    Future state profile
    Practicing
    MaturityLevels
    Capability Gap
    Developing
    Current maturity profile
    Aware
    Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value:
    Leverage Social Media Insight as a Strategic Asset
    Develop & Evolve Social Media Conversation Management Capability & Platform
    Enhance Sales Growth through Optimized Social Media Tactics-
    Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations
    Maximize the Customer Social Media Brand Experience
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    SMARTE Social Media Business Practices
  • SMARTE – Delivery Methodology
    Future Business Model Development
    Project Initiation
    Vision Development
    Current State Assessment
    Transformation Planning
    • Understand {client's}readiness in utilizing new Demand Management processes
    • Prepare an inventory of lead management applications and capabilities
    • Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement
    • Review the business strategy and further develop the Vision Statement and guiding principles
    • Review project scope and objectives with Task Force at Kick-off meeting
    • Confirm deliverables, schedules and milestones with Task Force at Kick-off meeting
    • Confirm project scope and objectives
    • Confirm deliverables, schedules, and milestones
    • Finalize project team membership and logistics
    • Establish project management, control and communications plan
    • Meet with Project Sponsor to set Vision and objectives for project
    • Using an interactive workshop approach with the core team:- Develop future business scenarios- Envision future states and underlying capabilities for business processes, technology, and people & organization
    • Assess gaps between future business model and current state
    • Develop project profile & portfolio straw-man
    • Review and validate business scenarios and capabilities assessment
    • Finalize project portfolio, including prioritization and sequence
    • Develop project roadmaps
    • Develop high level rationalization for expected projects
    We have a proven methodology to specifically develop a robust Social Media Capability. Below is the approach that we recommend for moving forward with a project of this nature.
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  • Assessment Approach
    {Client} customer-centric maturity was assessed by applying {Client} executives’ own evaluations, in combination with EdgeUp Marketing’ knowledge about {client}, to identify {client’s} current or emerging customer-centric capabilities. Next, a short list of target capabilities (that can be reached in 18 months) was produced by examining the business urgency of the emerging or non-existent capabilities and filtering them by several usefulness criteria.
    Customer-centric & SMARTE capabilities
    Non-existent capabilities
    Capabilities to aspire to
    EdgeUp Marketing’ Point of View
    • Impact on Customers
    • Results within 18 Months
    • Impact on Profit
    • Ease of Implementation
    New capabilities to develop
    Emerging capabilities
    EdgeUp Marketing’ Experience at {client}
    Selection criteria
    Capabilities to improve
    Client Perspectives
    {Client} Self-Descriptions
    Existing capabilities
    Existing capabilities
    Best-in-Class Research
    Action
    Identify
    Assess
    Filter
    Set of Sorted Capabilities
    Set of Target Capabilities
    Set of Possible Capabilities
    Result
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Sample Timeline
    Based on our assumptions, we anticipate that the SMARTE project will take 6 weeks to complete. Included within this timeline are three workshops with the Task Force members which will serve to initiate the project, gather current state / future business model input, and develop the transformational plan.
    5
    6
    1
    2
    3
    4
    7+
    Project Initiation
    1 Week
    Vision Development
    1 -2 Weeks
    Current State Assessment
    1- 2 Weeks
    Future Business Model Development
    1 - 2 Weeks
    Transition Planning
    2+ Weeks
    = Initial Discussion with Project Sponsors
    =In Person Interviews
    = Kick-Off Meeting
    = Work Shops
    = Conference Calls
    =WrapUpMeeting
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    =Workshops
  • Project Team Interactions
    Throughout the project, EdgeUp Marketing will work with the project teams in various ways to gather information, facilitate group work tasks, etc:
    Interviews
    In-Person:
    Initial and ongoing discussions with the project Sponsor and Steering Committee to set directions and expectations, and checkpoints throughout the project
    Conference Calls:
    Typically used during the Current State Assessment to gather information from teams whereby travel to a central meeting location is unnecessary.
    Workshops
    Workshops will be used to facilitate envisioning and planning sessions. Please see appendix for further details regarding planned workshops.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Our Qualifications: Client Engagement Credentials
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  • Sample Awards, Clients Letters
    • Full Award & Letter Profile: www.StevenJeffes.com
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Thank you !
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  • Appendix
    Project Approach Details
    Project Deliverable Samples
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Team Work
    In order to optimize the resources of such a large project team, after the entire team participates in the Project Initiation and Vision Development phases, the Task Force Groups will participate in the Current State Assessment, and the Core Team will work on the Future Business Model Development phases. Then the entire team comes back together to work on the Transformation Planning phase.
    Task Force Team
    All participants
    All Participants
    Core Team
    Future Business Model Development
    Project Initiation
    Vision Development
    Current State Assessment
    Transformation Planning
    EdgeUpTeam
    The Core Team is a subset of the Task Force Team consisting of representation from each of the Task Force groups. Due to its smaller size it can mobilize quicker to develop the Future Business Model.
    Participation from every member of Task Force Team is needed to thoroughly capture the Current State lead management processes via separately scheduled conference calls.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Project Initiation
    Objective
    • To confirm the goals of the project and the appropriate method for accomplishing these goals.
    Initiate
    Major Activities
    • Confirm project scope and objectives
    • Confirm deliverables, schedules and milestones
    • Finalize project team membership and logistics
    • Define key metrics and principles
    • Meet with project sponsor to set Vision and objectives for the project
    Prepare / Facilitate / Summarize Meeting with Project Sponsor
    Work Products
    • Project plan & control mechanisms
    • Project organization
    • Deliverable templates
    Critical Success Factors
    • Establishing an effective and skilled project team
    • Establishing team relationships
    • Communicating project vision and objectives to appropriate stakeholders securing commitment and involvement where required
    • Launching ongoing communication and feedback processes
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Vision Development
    Objective
    • To review the business strategy and further develop the Vision Statement and Guiding Principles developed during the Kick Off meeting
    Vision
    Major Activities
    • Review the business strategy and further develop the Vision Statement and guiding principles
    • Review project scope and objectives with Task Force at Kick-off meeting
    • Confirm deliverables, schedules and milestones with Task Force at Kick-off meeting
    Prepare / Facilitate / Summarize Kick-off Meeting
    Work Products
    • Vision Statement - vision and guiding principles
    Critical Success Factors
    • Leveraging work products developed and input gathered during Kick Office meeting
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Current State Assessment
    Objective
    • To assess the current situation of the three drivers of business change - people and culture, business process, and technology.
    Document Current State Organization and Processes
    Major Activities
    • Understand {client's} readiness in utilizing new Demand Management processes
    • Prepare an inventory of lead management applications and capabilities
    • Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement
    • Review existing work products & projects as they relate to Demand Management
    Prepare / Facilitate / Document Conference Calls with Task Force members
    Work Products
    • Current State Organization Assessment
    • Current State Process Assessment
    • Current State Application Architecture and Tools
    Prepare Key Findings Summary Document
    Critical Success Factors
    • Engaging key staff to assess the current situation
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Future Business Model
    Objective
    • Focus on transforming from conflicting demand management practices to one aligned with business priorities
    Major Activities
    Prepare Future Business Model Development
    • Using an interactive workshop approach with the core team: - Develop future business scenarios - Envision future states and underlying capabilities for business processes, technology, and people & organization
    • Assess gaps between future business model and current state
    • Develop project profile & portfolio straw-man
    Prepare / Facilitate / Summarize Core Team Workshops
    Document Future Business Model Scenarios and Core Capabilities
    Work Products
    • Future business scenarios
    • Core functional capabilities
    • Core technical infrastructure components
    • Project Profile and Portfolio Straw-man
    Develop Project Profile and Portfolio Straw-man
    Critical Success Factors
    • Developing a Core Team to prepare future business model scenarios and project portfolio straw-man
    • Thorough preparation for process envisioning interviews and workshops
    • Obtaining consensus on issues, business drivers, findings, and perspectives
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Transformation Planning
    Objective
    • To develop the portfolio of projects and associated project descriptions required to implement the future Demand Management business model
    Transformational Planning Workshop (Workshop #3)
    Major Activities
    • Review and validate business scenarios and capabilities assessment
    • Finalize project portfolio, including prioritization and sequence
    • Develop project roadmaps
    • Develop high level rationalization for expected projects
    Prepare / Facilitate / Summarize Workshop Meeting
    Work Products
    Finalize Project Portfolio & Roadmap
    • Project portfolio & roadmap
    • Detailed project write-ups
    • Final deliverable
    Critical Success Factors
    Prepare Final Deliverable
    • Understanding dependencies and linkages of identified projects with other {client} initiatives
    • Obtaining buy-in from key stakeholders
    • Managing expectations on level of detail for project descriptions
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • SMARTE Workshops - Overview
    Three major workshops of the project, Current State Assessment, Future Business Model Development, and Transformational Planning, will be examined within the context of {client's} major transformational focus areas.
    Core Components of SMARTE Workshops
    Vision
    Future Business Model Development
    Transformational
    Process
    Current State Assessment
    Identify the Transformational Action Steps Required to Achieve the Future State
    Envision the Desired Future State
    Diagnose and Benchmark the Current State
    Vision Statement, Key Metrics, and Guiding Principles
    Develop Tools to Manage the Transformation
    Overall Program
    Management
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • SMARTE - Workshop #1
    During the Initiate phase of the project, the Task Force members will convene at the Kick-off meeting to confirm the goals of the project and review the project work plan. The participants will finalize the Vision Statement, define key metrics, and agree upon guiding principles.
    Workshop #1
    Kick-off Meeting
    Major
    Transformational
    Focus Areas
    Desired Future State
    Transformational
    Process
    Current State
    Identify the Transformational Action Steps Required to Achieve the Future State
    Envision the Desired Future State
    Vision Statement, Key Metrics, and Guiding Principles
    Diagnose and Benchmark the Current State
    Develop Tools to Manage the Transformation
    Overall Program
    Management
    The Kick-off meeting will serve to finalize the Vision Statement which will guide the SMART project. Corresponding metrics and guiding principles will also be identified.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • SMARTE - Workshop #2
    During the second workshop session, Team members will develop future business model scenarios and corresponding capabilities. In addition, Core Team members will develop a project profile and portfolio straw-man.
    Workshop #2
    Major
    Transformational
    Focus Areas
    Desired Future State
    Transformational
    Process
    Current State
    Identify the Transformational Action Steps Required to Achieve the Future State
    Envision the Desired Future State
    Vision Statement, Key Metrics, and Guiding Principles
    Diagnose and Benchmark the Current State
    Develop Tools to Manage the Transformation
    Overall Program
    Management
    Workshop #2 will document your current state organization and processes. In addition, task force members will begin to define future business models for SMARTE.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • SMARTE - Workshop #3
    During the third workshop session, Task Force members will review and validate a project portfolio straw-man. {client} North America will identify the transformational action steps necessary to achieve the future business model.
    Workshop #3
    Major
    Transformational
    Focus Areas
    Desired Future State
    Transformational
    Process
    Current State
    Identify the Transformational Action Steps Required to Achieve the Future State
    Envision the Desired Future State
    Vision Statement, Key Metrics, and Guiding Principles
    Diagnose and Benchmark the Current State
    Develop Tools to Manage the Transformation
    Overall Program
    Management
    Workshop #3 will consolidate the current state findings and future business model input to identify the transformational action steps required to achieve your SMARTE Vision.
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
  • Sample Template - Core Capabilities & Gap Assessment
    Below are definitions and illustrative examples for the framework proposed to assess core capabilities and criteria.
    Component
    Definition
    IllustrativeExample
    Capability
    A description of the operating environment that supports a specific area of focus
    Deliver customized or personalized marketing offers to individual customers based on value to the business
    Processes*
    Work steps required to enable a specific capability
    Deliver customer value information to representatives at the point-of-contact
    Skills*
    Organizational skills required to enable a specific capability
    Treatment of customer should be differentiated based on value (I.e. more skills agents to interact with high-value customers.)
    Technology*
    Automated solution required to enable a specific capability
    Data mining and modeling able to provide real-time access to customer transaction information
    © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.
    * Each capability may result in multiple process, skills and technology requirements
  • 2012+
    2010
    2011
    Note: Actual project sequencing and timeframes are approximations at this level. Further scoping and planning is required for more accurate estimates.
    Create an E-Mail Content & Contact Strategy Based on Customer Preference
    Establishing a Customer Forum will provide insight into Defining the Customer Experience. Customer Forums should be an on-going practice.
    Implement an E-Mail Engine
    EstablishaCustomerForum
    Continue Customer Forums
    Define the Customer Experience
    Once the Customer Experience has been defined, it can be used to shape the Create and Execute & Contact Strategy for All Customer Touch Points Based on Customer Preference project.
    Create and Execute Content & Contact Strategy for All Customer Touch Points Based on Customer Preference
    ImproveLead / OpportunityManagement
    Review & Redesign Lead Qualification Process
    Develop Lead Scoring
    Improve 1-800-OK-xxxx Experience
    Sample Template - Project Portfolio Roadmaps
    The Project Portfolio & Roadmap below highlights dependencies and timeframes associated with particular work-streams identified during the Transformational Planning stage of the project.
    SAMPLE
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