Presentation given at the first Annual EEA Networking Event on the ROI of Events and a discussion of channel programs.

1. Enterprise Engagement Alliance June 2010 Channel Crossing:the gap between Employees and Customers Rodger Stotz, CPIM, CPT, CCP Principal Delta Qi Consulting Todd M. Hanson, CRP, CPIM President and Founder Catalyst Performance Group, Inc.

3. Differentiate on Total Customer Experience

4. Focus on and develop people

5. Deepen commitment to the Brand

6. Align customer, channel, and employee “voice”2

7. Channel Crossing 3 Where does it begin – end? What support is needed?

8. TYPES OF MARKETING CHANNELS* * UAB(University of Alabama at Birmingham)

9. Channel Engagement – is it real? Google Hits: 1,620,000 for employee engagement 1,610,000 for consumer engagement 40,700 for channel engagement 5

10. Channel Engagement – is it real? Definition (Wikipedia): An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. Engagement measures the extent to which a consumer has a meaningful brand experience when exposed to commercial advertising, sponsorship, television contact, or other experience. Channel engagement (none listed) 6

11. Thought Starters If channel engagement is the “solution,” what is the “problem” (or opportunity)? What is the “desired state?” How do we define it? How would we access/measure it? 7

12. What is the Problem/Opportunity? Can we identify the “why?” ____________ ____________ ____________ ____________ ____________ 8

13. Problem/Opportunity: Customer experience and brand - dependent on the channel Share of mind is critical Partnership vs. competitor “Coopetition” Engagement & Experience Moving beyond financials 9

14. Desired State Describe Channel Engagement at its best: ______________ ______________ ______________ ______________ 10

15. Desired State Describe Channel Engagement at its best: Trusted relationship Mutually beneficial Concern for each other Respect for each other Successful 11

16. Employee Customer Rational acceptance Behavioral performance Emotional connection Satisfied, loyal, and influencing Emotional bond or attachment Passionate Definition(s) 12 Channel Positive, proactive involvement By both parties

17. Definition Positive, proactive involvement Attributes included: Rational/functional (What) Behavioral (How) Emotional (Why) Experience Engagement 13

18. Example: Current State Customers Channel Organization distribution BusinessPlanning segmentation roles competition Employee satisfaction Customer experience roles Value selling 14

19. Example: Desired State Customers Organization Channel Sector(s) Relationship/Experience Experience Brand Strategy Service/ Product Knowledge Messages Experience Initiatives Resources Technology BusinessPlanning Experience Tools Source: Maritz Inc 15

20. Hypotheses 16 Enterprise engagement involves choice, experience and loyalty Channel Engagement has similar characteristics as an effective alliance

21. Choice - Experience – Loyalty* Choice Experience Loyalty Brand image and reputation attracts customers Promise and delivery are consistent Customers return repeatedly and recommend to others Customers Brand Image and reputation attracts customers and channel partners Promise and delivery are consistent (for all channels) Channel remains committed to brand and supplier Channel Brand image and reputation attracts the best talent Have what they need to consistently meet or exceed expectations Top talent is retained; employees act as advocates Employees * Maritz Research

22. Ten Key Corporate Capabilities*(For Alliances) Building and maintaining internal alignment Evaluating and considering relationship fit with potential partners Building a strong working relationship while negotiating an optimal deal Establishing common ground rules for working together Having dedicated alliance managers Having collaboration skills in alliance (facing) employees Having a collaborative corporate mindset Managing multiple relationships with the same partner Auditing alliance relationships Managing changes that affect alliances 18 * Managing Alliance Relationships: A Cross-Industry Study of How to Build and Manage Successful Alliances; vantagepartners

23. Alliance Relationships “When thinking about these [ten capabilities] I thought some people have these, but the organization does not.” A North American bank “You can put as much as you want into the strategy and the plan, but if the relationship is not good, the alliance is worthless.” Air Freight Company 19

24. 20

25. Channel Communications Factors Contributing to Customers’ Brand Understanding and Preference Up to 70% of the final customer brand image and preference is created by the sales organization… Marketing Communications Budget ...yet the majority of companies spend only 20% of their marketing communications budgets on channel communications to ensure independent sales reps’ reinforcement of key marketing initiatives 21

26. “Symbiotic System1” 22 1 Source: Loyalty Management, January 2009 Paul Hebert, i2i

27. Channel Engagement – Key Questions 23

28. 24

29. Allsante Encounter Objectives Increase sales & profits in specific geographic markets Fully engage selected channel partners with the company’s brand, products and personnel 25

30. Audience 50 Targeted Health Insurance Brokers in GA and LA Brokers currently under contract High growth potential Allsante Personnel Corporate Leadership Sales Management Sales Department Heads Service Personnel 26

31. Strategy 27

33. Do they pay off?

34. Should we continue them?

36. The Process 30 A disciplined step-by-step process for planning, collecting and analyzing data, isolating the effects, converting data to money and calculating ROI. Used in thousands of studies each year in over 50 countries.

37. Data Collection 31

38. Engagement Indicators 32 Phase One revealed a profound change in the way broker’s thought and felt about Allsante. An average score of 4.64 on a five point scale was received on 12 questions about engagement levels. Engagement Indicators - Percent Positive Responses

39. Application/Implementation 33 “In the past three months following the Allsante Encounter, I have sold Allsante products more frequently.” 80% agree or strongly agree

40. Business Impact 34

41. Costs 35

42. Monetary Benefits 36 $434,224

43. Calculating ROI Monetary BenefitsROI (%) = X 100Costs

44. Allsante Encounter ROI 38 Meeting Benefits $434,224 Meeting Costs $149,881Return on Investment 190%

45. Allsante Insurance Benefits Understood Barriers & Enablers Identified Gaps Implemented Action Plan Improved Results Midstream Validated the Investment Justified Future Spend ROI of Measuring Results Measure it to manage it. 39 Continued Allsante Encounters in 2010

46. 40 Available at: www.enterpriseengagement .org www.ROIofEngagement.com

47. Take-aways: Engagement: it is in the mind of the audience Employees Channel partner(s) Consumers It is based on key attributes: Trust Rational exchange Behavioral interaction Emotional relationship/connection THEIR perception of value and experience! 41

48. Take-aways: Define Channel Engagement: positive, proactive involvement Rational - what Behavioral - how Emotional - why Describe channel engagement (for your channel) Build the key elements required to achieve the desired state Measure engagement/experience and refine 42

49. Enterprise Engagement a strategy - seeking to achieve long-term financial results by fostering the pro-active involvement of all of the key constituencies 43

50. Enterprise Engagement Alliance June 2010 Channel Crossing:the gap between Employees and Customers Thank You!