Profiting Through Digital Transformation| Niall McKeown | iONOLOGY

1. Niall McKeown www.ionology.com Digital Transformation Experts This presentation is Copyright. All materials belong to the presenter and can not be used without express written consent (c) Digital Strategies for International Markets

2. ©This presentation is Copyright. All materials belong to the presenter and can not be used without express written consent Niall McKeown www.ionology.com

3. More Digital Transformation Services For Leaders, Marketers & Technologists Training • On-Demand e-Learning or • Blended e-Learning & Personal Tutor or • Customised Course and Delivery Start Here Consultancy Plan Your Transformation Project • Video Conference or • On-Premise Support Tasks 1. Conﬁrm that this approach is in line with the corporate plan Software Deliver Your Transformation Project • Transformation Project Management • Innovation Management • Digital Business Process Management Frameworks, Models and Detailed “How To” Guides for Senior Marketers, Technologists and business Leaders Training Overview Our Consultants Software Platforms

4. how come…

5. Double Business in 18 Months

6. Zero to €4,000,000 in one year

7. €3,000,000 funding & sales in 37 countries in 18 months

8. how come…?

9. Strategy creates competitive advantage People and a culture of innovation sustains it Technology & Communications is the means by which it is delivered

10. Transform from “doing digital” Digital Innovators

11. Digital   Innovator   Characteristics Digital Innovators Doing Digital Align the entire business to compete digitally Tactically driven marketing Actively co-create/invent new stuff with customers “customer focused” website Use processes to create efﬁciencies Free up time for deliberate innovation Leaders give pointers & encouragement Leaders diagnose and create action Strive for “likes” Reinforce where they are and where they are going Digitise existing services Seek to invent, disrupt and improve

13. The Principle Disciplines Leading Digital Transformation Digital Transformation Marketing Technology Leadership Technology Support Rapid  Solution  Builders Marketing Tactics Communications Leadership Short Term Management Leading Step  Change

14. how come…?

15. how do I…?

16. Crying baby Kitchen fire Some calls Interruptions Distractions Most calls Trivia Busy Work Browsing Planning Strategy Exercise  Change Urgent Not Urgent ImportantNotImportant Put First Things First

17. 7 Principles of Digital Business Strategy Resources4 Market position 5 Engine of growth 6 Tactics7 Marketplace3 $ Know yourself 1 7 principles ? Customers2

18. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant

20. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [Ireland GAA] Ionology Digital Strategy Quadrant

21. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [UK] Ionology Digital Strategy Quadrant

22. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ Vertical or Geographic] Ionology Digital Strategy Quadrant Start Here > < Destination

24. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant Builder Story Teller Strategiest Scientist

25. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant People Opinion StrategiestServicing Demand Price/Product

26. Ionology Digital Strategy Quadrant Yourself Customer Market Resources Diagnosis Strategic Ambition Competitors Proposition Force=ma Volume Time Talent Cash 1 3 2 4 Task Intent Unique Value Proposition

28. Motech Marketing Collateral 1.Value Proposition 2.PowerPoint 3.Brochure 4.Website

32. The Firefly Story

34. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) Ionology Digital Strategy Quadrant

37. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) Ionology Digital Strategy Quadrant Innovation

42. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold   (Rational) Customer   Volume How Customer Perceives   Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant Apple (AAPL) and Samsung continue to soak up all the industry's profits, McCourt says. Apple claimed 87.4% of phone earnings before interest and taxes in the fourth quarter, he said. Samsung took in 32.2% of industry profits. Because their combined earnings were higher than the industry's total earnings as a result of many vendors losing money in Q4, Apple and Samsung mathematically accounted for more than 100% of the industry's earnings. A year ago, Apple accounted for 77.8% of mobile phone industry profits, followed by Samsung with 26.1%, McCourt said. http://www.slate.com/blogs/moneybox/2014/02/12/smartphone_profits_apple_and_samsung_drink_all_your_milkshake.html

43. Strategy creates competitive advantage People and a culture of innovation sustains it Technology & Communications is the means by which it is delivered

44. how do I…?

45. you can …!

46. Niall McKeown www.ionology.com Digital Transformation Experts This presentation is Copyright. All materials belong to the presenter and can not be used without express written consent (c) Digital Strategies for International Markets

Profiting Through Digital Transformation| Niall McKeown | iONOLOGY

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