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#LMA16: Masters in Digital Workshop

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John Simpson, Kalev Peekna, Cameron Friedlander and Corrie Maguire provide a digital deep dive, equal parts lecture and discussion, designed to help marketers accelerate their digital efforts at the Legal Marketing Association Annual Conference in Austin.

What does it mean to live in a digital-first world? How have leading organizations, such as Boston Consulting Group and Kimberly-Clark, managed to secure buy in for their digital efforts ... and how can law firms do the same? And, maybe most importantly, how do you continuously prove the value/return of a multi-channel approach?

Workshop facilitators John Simpson and Kalev Peekna of One North and Workshop leaders Cameron Friedlander of Kimberly-Clark and Corrie Maguire of the Boston Consulting Group, work to answer these questions and more. Mixing lecture, case studies, exercises and discussion, we explore how we as an industry must utilize digital.

Published in: Marketing
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#LMA16: Masters in Digital Workshop

  1. 1. 2016 John Simpson CEO, Founder One North Legal Marketing Association Annual Conference April 11-13, 2016 | JW Marriott Austin #LMA16 Corrie Maguire Digital Marketing Director Boston Consulting Group Kalev Peekna Chief Strategist One North Cameron Friedlander Marketing Technology Lead Kimberly Clark Masters in Digital
  2. 2. #LMA16Agenda 1:00 – 1:25 PM Welcome & Introductions 1:25 – 2:50 PM Building a Digital-First Mindset 1:25 – 1:40 PM Lecture: What does it mean to live in a Digital-First world? 1:40 – 2:00 PM Case Study: How BCG & Kimberly-Clark secured digital buy-in 2:00 – 2:10 PM Break 2:10 – 2:50 PM Exercise: How to set concrete goals & KPIs for your digital efforts 2:50 – 3:45 PM Creating Effective Multi-Channel Strategies 2:50 – 3:05 PM Lecture: Adopting a multi-channel approach 3:05 – 3:25 PM Case Study: How BCG & Kimberly-Clark track, measure & sustain their multi-channel digital efforts 3:25 – 3:35 PM Discussion: How does your firm evaluate new tactics? 3:35 – 3:45 PM Break
  3. 3. #LMA16Agenda - Continued 3:45 – 4:20 PM Smarketing: A Digital Collision of Marketing and Sales 3:45 – 4:00 PM Lecture: Digital is not just a communications strategy; it’s a business strategy 4:00 – 4:20 PM Case Study: How Kimberly-Clark taps its CRM to serve the right content at the right time 4:20 – 4:55 PM Digital’s Transformation of the Marketing Organization: Setting Yourself Up for Digital Success 4:20 – 4:30 PM Lecture: How you can (and should) change with technology 4:30 – 4:45 PM Case Study: How digital has encouraged changes to BCG’s & Kimberly-Clark’s organizational structures 4:45 – 4:55 PM Discussion: How is your team structured? What skills are necessary? 4:55 – 5:00 PM Workshop Wrap-Up
  4. 4. #LMA16 Welcome! Tell us something about yourself…
  5. 5. #LMA16 Building a Digital-First Mindset What does it mean to live in a Digital-First World?
  6. 6. #LMA16 Surprise! You’re a digital marketer.
  7. 7. #LMA16 Digital Marketing Has Taken the Lead Within Services Marketing, digital now accounts for most of the spend: Online 53% Offline 47% MARKETING SPEND Source: ITSMA, 2016 Services Marketing Budget Allocations and Trends Adweek, CMOs are Preparing to Go Digital Among non-services businesses, digital accounts for only 25% of total spend
  8. 8. #LMA16 Most B2B Tactics Are Now Digital B2B Marketers now use an average of 13 Tactics For content marketing & communications. 12 of the top 13 tactics are inherently digital.
  9. 9. #LMA16 But We Aren’t (Yet) Digitally Confident… Among the top 10 most effective tactics, in-person events remain our most effective means of connecting people to our content. We know digital works; we just don’t know yet how to make it work as well, or better than, analog marketing.
  10. 10. #LMA16 So What Is Being Digital Supposed to Mean? Being an effective digital marketer means more than a shift of tactics. It really does require a change in mindset. You can’t throw out everything you know, but you also can’t pretend that everything is the same, but with more ... digitals.
  11. 11. #LMA16 4 Keys to the Digital-First Mindset Good digital marketers make 4 clear shifts in how they think about marketing strategy: 1. From targeting audiences to inviting users 2. From creating impressions to building experiences 3. From wide market research to deep, qualitative insights 4. From transactional ROI to cross-interaction engagement
  12. 12. #LMA16Audiences vs. Users There’s a reason why digital marketers talk about “users” rather than “audiences.” It reflects a fundamental shift in how we think about the targets of our communications. “Audiences” Inherited from mass media & publishing • Group-based • Receptive • Passive • Focused …for as long as the performance lasts “Users” Inherited from digital app & industrial design • Individual • Participatory • Active • Distracted
  13. 13. #LMA16Adopting the User Mindset Placing the concept of the “user” at the center of your marketing strategy entails real shifts beyond a change in metaphor: • Users are active seekers (not receivers) of information • Users have an agenda • Users expect attention from you • Users interact in a context you can’t alwayscontrol • Users’ primary interactions are with each other
  14. 14. #LMA16 Audience vs. User = Push vs. Pull Marketing It’s no coincidence that the rise of the user coincides with the rise of “pull marketing.” Digital marketing’s strengths are best realized in a strategy that invites users to interact by offering useful content. Push Marketing Tactics Direct Mail TV / Radio Print Ads Email Blasts Trade Shows Pull Marketing Tactics Social & Blogs Speaking & Presentations SEO Videos Thought Leadership
  15. 15. #LMA16Impressions vs. Experience Not long ago, many marketers considered their brandsprimarily through the lens of the “impression.” But now, more leading CMOs and organizations place experience (especially digital experience) at the center of brand value. Source: Gartner Group World Economic Forum, Accenture/Forrester
  16. 16. #LMA16 Impressions Start with the Brand The traditional marketing approach starts with a clear picture of the brand, designs impressions (i.e., usually ads), and then pushes those out in search of audiences: Brand Got one! R-O-I!
  17. 17. #LMA16Experience Starts with the User In a Digital mindset, you start with the user. The engagement, interactions and delivered value that you create serve to pull the user into your brand. Brand is not the starting point, but the goal. Of course, this requires a deep understandingof your users: their roles, needs, and context. BrandUser ENGAGEMENT INTERACTIONS DELIVERED VALUE EXPERIENCE
  18. 18. #LMA16 Developing a Deep Understanding of Users Traditional market research won’t provide a complete picture of your users, no matter how much you invest. To understand where to start your experience, you need user research. This is especially important for any business (like a law firm) that focuses on a relatively small set of highly qualified buyers. Market Research What people say What people buy Wide scope Broad, quantitative insights User Research What people do How people interact Narrow focus Deep, qualitative insights
  19. 19. #LMA16Tools of User Research The techniques of user research look very different from traditional marketing research: • Interviews: One-on-one conversations with key representatives to understand user contexts, needs, and dispositions • Surveys: More targeted and personalized than traditional surveys, focused on habits, preferences, and actions • Prototype Testing: Detailed, task-based walkthroughs of potential solutions before they are released or published • Dynamic Optimization: Techniques like A/B testing that gather real-time data to facilitate ongoing improvements in digital interactions The outcomes may look different as well. Raw insights are often transformed into personas, journey maps, and strategic vision briefs.
  20. 20. #LMA16 User Research Is Often Faster and Easier The good news is that the deep, qualitativefocus of user research often means that it is faster and easier than traditional market research. To arriveat meaningful results for usability testing, for example, you only need about 5-8 participants for each major user group. Strategic interviews are similarly focused. 15-25 individual interviews across all users groups will usually uncover most of what you need to know. Source: Nielsen Norman Group
  21. 21. #LMA16 Moving Away from Transactional ROI Even as digital focuses the data we need as inputs, it has complicated how we measure the results. Traditional marketing can more easily link its activitiesto the bottom line: This works well when you can aggregate many discrete transactions and identify patterns in a large data set. Relationship-based businesses, however, celebrate“success in the ones”: the one big client, project, or matter you bring on. How can we know digital’scontribution? Ad Campaign Sales / Conversions $$$$
  22. 22. #LMA16Breaking Down “Success” One approach is to break down the “sale” into discrete stages and assign KPIs: Customer Stage Potential KPIs Research Solution Generated leads, RFPs, Thought leadership reach Active Evaluation Pitch win/loss; Account activity (meetings, calls, etc.) Formalize Relationship Revenue (finally!) Loyalty Referral rate, Return business, Event attendance
  23. 23. #LMA16 Mapping KPIs to Digital Metrics Can Be Complex How digital metrics map to business-level KPIs can be unclear. Part of the problem is the number of options: Web • Visits • Return visits • Bounce rates Email • Subscriptions • Opens • Click-throughs SEO • Page rank • Keyword activity • Referred traffic Social • Impressions • Engagement • Click-throughs CRM • Contacts • Relationship depth • Activity levels Events • Attendance • Materials download • New contacts
  24. 24. #LMA16 How BCG & Kimberly-Clark Secured Digital Buy-In Case Study
  25. 25. #LMA16 How to Set Concrete Goals & KPIs for Your Digital Efforts Exercise
  26. 26. #LMA16 Business Objectives Marketing Agenda User Agenda Blended Agenda Digital KPI= KPI Workshop Map
  27. 27. #LMA16KPI Workshop Map• What are your managing partner's objectives for the business? Business Alignment • Identify 2-3 marketing objectives that support the business objectives • Brainstorm the client interactions that would help you achieve the objectives; categorize Marketing Agenda • Identify your customer's agenda; What are they trying to solve for? What are they looking for from you/others?; categorize Customer Agenda • Align the marketing and the customer agenda; do gaps exist? Blended Agenda • What can we devise to measure engagement across our mutual agendas? • How do we expect to see our KPIs move over time? Develop Your Digital KPI • What are your managing partner's objectives for the business? Business Alignment • Identify 2-3 marketing objectives that support the business objectives • Brainstorm the client interactions that would help you achieve the objectives; categorize Marketing Agenda • Identify your user’s agenda; What are they trying to solve for? What are they looking for from you/others?; categorize User Agenda • Align the marketing and the user agenda; do gaps exist? Blended Agenda • What can we devise to measure engagement across our mutual agendas? • How do we expect to see our KPIs move over time? Develop Your Digital KPI
  28. 28. #LMA16 Adopting a Multi- Channel Approach Orchestrating your Digital Marketing
  29. 29. #LMA16 Digital Strategy in “We need to start using…” 1995 2001 2003 2004 2007 2008 2010 2011 2013 2015 The Web Video Email/CRM Blogs Mobile App/Web Social Media SEO (begrudgingly) Responsive Design Native Advertising Personalization A Brief History of Digital Strategy
  30. 30. #LMA16 You Don’t Need Any More Tactics In the past ten years, “digital strategy” meant assembling an ever-expanding range of tactics. B2B marketers are now more likely than not to be active across a broad range of digital tactics. The question isn’t how to be digital.
  31. 31. #LMA16 Even as Our Confidence (and Spend) Rises … Early skepticism is being rapidly erased as digital channels measurably prove their contributions. Among CMOs surveyed by Accenture, 37% believe that digital will account for over 75% of their marketing budget in the next five years. 48% 44% 53% 52% 62% 56% 58% 60% 61% 63% Social Email Branded Content Search Website Increase in channel effectiveness from 2012 to 2014 2014 2012 Source: CMOS: Time for digital transformation, 2014 • % of survey respondents who find each channel “effective” or “very effective”
  32. 32. #LMA16 … We Are Less Confident in Overall Experience In the same Accenture survey, CMOs reported that their ability to use multiple channels strategically and in an integrated way fell seven points, from 53% in 2012 to 46% in 2014. 39% 29% How important is delivering an effective customer experience to your company? Important Essential 44% 12% How successful is your company at delivering an effective customer experience? Very Successful Extremely Successful 68% 56% Source: CMOS: Time for digital transformation, 2014 Among B2B CMOs surveyed:
  33. 33. #LMA16 Marketing Orchestration Is a Top Challenge The top transformational problem in marketing is no longer “how to be digital.” According to Forrester Research, the top problem is about how to coordinate and integrate fragmented activities into a coherent customer experience. In short, the new goal is orchestration. Source: Commissioned study conducted by Forrester Consulting on behalf of Responsys, 2013 18% 18% 17% 14% 13% 13% 0% 10% 20% 30% 40% 50% 60% Long-term Relationships Cross-channel Experience Which are your marketing organization’s top three goals? First Second Third
  34. 34. #LMA16Marketing Orchestration An approach that focuses not on delivering standalone campaigns, but instead on optimizing a set of related cross-channel interactions that, when added together, make up a personalized customer experience.
  35. 35. #LMA16Elements of Orchestration The elements of a well-orchestrated campaign are simple when considered in isolation. When coordinated across all points, however, they can create a truly differentiated experiencefor your users: Brand • Topic alignment, Addressing the right user, Tone and style, Interaction and visuals Tactics • Arranging channels, Being where your users are, Evaluating new tactics Variety • Multiple formats, Media, Isolation of individual themes, Leveraging visualization Cadence • Building anticipation, Controlling release, Keeping the themes alive
  36. 36. #LMA16 PwC Annual Global CEO Survey Case Study
  37. 37. #LMA16 PwC Annual Global CEO Survey • 2016 was the 19th consecutive year for PwC’s survey of global CEOs • Covers questions about its businesses, industries, the world economy, and major social issues • Launched at the WEF Forum in Davos in late January (20 January 2016) • Represents one of the best coordinated digital campaigns by a professional services organization
  38. 38. #LMA16 Generating pre-release buzz on Twitter
  39. 39. #LMA16 Participation by several practitioners
  40. 40. #LMA16 Launch at WEF Forum with live Webcast
  41. 41. #LMA16 Responsive site with overview & full report
  42. 42. #LMA16 No slides here – Just data to explore
  43. 43. #LMA16 Guided structure helps users browse & skip
  44. 44. #LMA16 Users can filter & slice (i.e. personalize)
  45. 45. #LMA16 Videos feature participants (not PwC)
  46. 46. #LMA16 All channel push with data & viewpoints
  47. 47. #LMA16 Media pick up report with visual assets
  48. 48. #LMA16 Interviews & commentary maximizes release
  49. 49. #LMA16 Even the Hollywood Reporter cares!
  50. 50. #LMA16 Tweets from individuals propel after launch
  51. 51. #LMA16 LinkedIn leveraged for commentary
  52. 52. #LMA16 Particular themes chunked out over weeks
  53. 53. #LMA16 Full access attracts influencer commentary
  54. 54. #LMA16 Two months later, and they’re still going
  55. 55. #LMA16 What Makes This a Great Campaign? • Brand Alignment: They’re talking to the right people, about the right themes • Tactic Choice: Twitter, LinkedIn, Web, Mobile, Video, In-person Event – this is where their users look for good information • Full Access / Participation: By releasing all the data, they generate participationand attract key industry influencers • Interactive Personalization: Letting users select the right data ensures the greatest perceived relevance • Timing: Carefully constructed calendar of activities • Early buzz • Big release • Commentary & press • Incremental themes to keep conversation alive
  56. 56. #LMA16 How Do You Evaluate New Digital Tactics? Discussion
  57. 57. #LMA16 Smarketing: A Digital Collision of Marketing & Sales Adopting a Strong Business Strategy
  58. 58. #LMA16 … Sales and marketing were in love True, Marketing wanted a long-term relationship and Sales only wanted a one-night stand, but it was clear where everyone stood. Source: http://blogs.cisco.com/socialmedia/smarketing-a-sales-marketing-love-story
  59. 59. #LMA16 Then Something HORRIBLE Happened DIGITAL DISRUPTION
  60. 60. #LMA16Age of Digital Transformation Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society.
  61. 61. #LMA16 Even Business Models. Even Sales & Marketing Disruption Changed Everything
  62. 62. #LMA16The Disrupting Factors Introduction of the Self-Directed Buyer Increased Access to Content & Information Improved Tools for Targeting & Delivery Proliferation of Insightful Data Fluid Online & Offline Brand Experience Focus on Revenue & Efficiency
  63. 63. #LMA16 “Smarketing” Is the Opportunity for Relationship-Based Businesses The term "smarketing" refers to alignment between your sales and marketing teams, created through frequent and direct communication between the two.
  64. 64. #LMA16 What ‘Smarketing’ Looks Like for PSOs? 1. Relevant: All user touchpoints are informed by all previous interactions, regardless of channel 2. Personalized: Technology enables 1:1, relevant marketing plans 3. Data-Inspired: Marketing becomes responsible for ‘insights;’ and the technology that underpins it (!) 4. Interconnected: Lead generation/nurturing is no longer the sole domain of business development/sales
  65. 65. #LMA16Start at the End Source: http://www.slideshare.net/HubSpot/the-power-of-smarketing
  66. 66. #LMA16Sales & Marketing BFFs Aberdeen research indicates companies who ‘get’ sales and marketing integration grow 20% faster than those who don’t.
  67. 67. #LMA16 How Kimberly-Clark Taps Its CRM in Order to Serve the Right Content at the Right Time Case Study
  68. 68. #LMA16 Setting Yourself Up for Success How You Can (and Should) Change with Technology
  69. 69. #LMA16At This Point, We Have… 1. Established our Digital Goals 2. Built Effective Strategies to Reach Our Users 3. Identified Opportunities for Digital Disruption 4. Create the Change Necessary for Digital Success
  70. 70. #LMA16
  71. 71. #LMA16Webmaster Needed Job Requirements: Skills • Fluent in “HTML for Dummies” • Limited social skills • Must be proficient in Netscape Navigator • Animated GIF Experience • Working knowledge of Geocities • Ability to create ‘Sign My Guestbook’ and Site Visitors Counter Application Experience • FrontPage ‘98 • Netscape Navigator • Dial-up Modem Proficiency • LISTSERV
  72. 72. #LMA16 Digital First in Everything We Do
  73. 73. #LMA16It Starts at the Top
  74. 74. #LMA16 Where Do You/Your Lawyers Fall? Source: Precedent.com
  75. 75. #LMA16 Responsive to New Digital Opportunities
  76. 76. #LMA16 Technology Adoption Is Accelerating
  77. 77. #LMA16It Starts at the Top
  78. 78. #LMA16At This Point, We Have… “The cloud services market is expanding 5 times faster than traditional IT spending.” (Deloitte University Press)
  79. 79. #LMA16 Configuring for Digital as a Business Process, Not a Project
  80. 80. #LMA16It Starts at the Top
  81. 81. #LMA16It Starts at the Top
  82. 82. #LMA16 Digital Marketing as a Process Roadmap 3-5 Years Stop Thinking Bi-Modally Embrace a ‘Software Release’ Mentality Understand the Difference between ‘Hubs’ and ‘Spokes’ Report Regularly on Digital Progress Align Resources Around the Process
  83. 83. #LMA16 Aligning For a Single- User Experience
  84. 84. #LMA16
  85. 85. #LMA16
  86. 86. #LMA16
  87. 87. #LMA16Aligning for a User Experience To step away from skills-based silos, some experts recommend campaign- based structures. For PSOs, we propose a more forward-leaningmodel: user-journey based teams. By Skills By specialized skills: • Web • Social • Email • Mobile • CRM • Marketing • Business Development By Campaign Cross-skill, within campaigns: • Practice Group • Office/Region • Industry By User Journey Focused on stage of user journey: • Awareness • Consideration • Current Customer • Loyalty
  88. 88. #LMA16 How Digital Has Encouraged Changes to BCG’s & Kimberly-Clark’s Organizational Structures Case Study
  89. 89. #LMA16 How Is Your Team Structured? What Skills Are Necessary? Discussion
  90. 90. 2016 THANK YOU! Legal Marketing Association Annual Conference April 11-13, 2016 | JW Marriott Austin #LMA16 Masters in Digital

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