LIVErtising 2018 04 Become digitally SMART-ER

1. LIVErtising.netS 2017-18 1 9 LIVErtising 18.04 Lecture version S M A R T

2. LIVErtising.netS 2017-18 1 9 Become Digitally SMARTer LIVErtising 18.04 Lecture version S M A R T

3. LIVErtising.netS 2017-18 2

5. LIVErtising.netS 2017-18 2 a PRESENCE a STRATEGY

6. LIVErtising.netS 2017-18 2 a PRESENCE a STRATEGY = a TACTIC = an ACTION

7. LIVErtising.netS 2017-18 2 a PRESENCE a STRATEGY = a TACTIC = an ACTION = a plan

10. LIVErtising.netS 2017-18 3 50%

11. Strategy vs Tactics

12. LIVErtising.net 5

13. LIVErtising.net 5 What are the building blocks of any activity?

15. LIVErtising.net 5 What are the building blocks of any activity? E

16. LIVErtising.net 5 What are the building blocks of any activity? P E

17. LIVErtising.net 5 What are the building blocks of any activity? P E M

18. LIVErtising.net 5 What are the building blocks of any activity? P E M P E M

19. Planning: 1. Start with WHY?

20. LIVErtising.netS 2017-18 7 OBJCy

21. LIVErtising.netS 2017-18 7 OBJCy Where to?

22. LIVErtising.netS 2017-18 7 OBJ PLAN of actions Cy Where to?

23. LIVErtising.netS 2017-18 7 OBJ PLAN of actions Cy Where to?

24. LIVErtising.netS 2017-18 7 OBJ PLAN of actions Strategy Cy Where to?

25. LIVErtising.netS 2017-18 7 OBJ PLAN of actions Strategy Action 2Action 1 Action 3 Action N Cy Where to?

28. LIVErtising.netS 2017-18 7 OBJ PLAN of actions Strategy Action 2Action 1 Action 3 Action N Why? Cy Where to?

29. LIVErtising.netS 2017-18 7 OBJ PLAN of actions Strategy Action 2Action 1 Action 3 Action N Why? How? Cy Where to?

30. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10

31. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S

32. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t

33. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t

34. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S

35. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S t

36. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S t S

37. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S t S S

38. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S t S S S

39. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S t S S S t

40. LIVErtising.net 8 Strategy or tactic? Deploy a communication campaign that leverages existing customer reviews across the top 5 social networks used by our customer base. Manoeuvre our brand into top two consideration set of household decision makers. Become the market leader in terms of sales in the mid-market in 4 years’ time Offer free open wifi in all our stores. Use our existing newsletter to offer advice on the top problems expressed to our call center. Increase sales by 3% each quarter of the year. Increase purchase on website by 12% YOY this year. Encourage repeat purchases by existing customers. Add a personal voucher to all emails sent to existing customers this month. Lower the free delivery threshold from €35 to €25 on our eshop. 1 2 3 4 5 6 7 8 9 10 S t t S t S S S t t

43. LIVErtising.netS 2017-18 9 Vision

44. LIVErtising.netS 2017-18 9 Value Vision

45. LIVErtising.netS 2017-18 9 Value Vision

46. LIVErtising.netS 2017-18 10 https://youtu.be/sioZd3AxmnE?list=PLJKL6MvJR-AT3HatzN1DJrGZ9sMgKBD4e

47. LIVErtising.netS 2017-18 10 https://youtu.be/sioZd3AxmnE?list=PLJKL6MvJR-AT3HatzN1DJrGZ9sMgKBD4e

48. If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? Value Vision What do we believe in as an organization? What is the reason for our existence?

49. If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? A just world without poverty (Oxfam) Value Vision What do we believe in as an organization? What is the reason for our existence?

50. If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? We believe in athletics (Nike) A just world without poverty (Oxfam) Value Vision What do we believe in as an organization? What is the reason for our existence?

51. If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? We believe in athletics (Nike) A just world without poverty (Oxfam) One for One. For every pair you purchase, TOMS will give a pair to a child in need. (TOMS) Value Vision What do we believe in as an organization? What is the reason for our existence?

52. If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? We believe in athletics (Nike) A just world without poverty (Oxfam) One for One. For every pair you purchase, TOMS will give a pair to a child in need. (TOMS) We envision a world in which every person enjoys all of the human rights enshrined in the Universal Declaration (…) (Amnesty) Value Vision What do we believe in as an organization? What is the reason for our existence?

60. LIVErtising.netS 2017-18 13 https://youtu.be/tpjMWNF9JqY?list=PLJKL6MvJR-AT3HatzN1DJrGZ9sMgKBD4e

61. LIVErtising.netS 2017-18 13 https://youtu.be/tpjMWNF9JqY?list=PLJKL6MvJR-AT3HatzN1DJrGZ9sMgKBD4e

66. LIVErtising.netS 2017-18 16 https://www.simplemarketingnow.com/blog/flooring-the-consumer/bid/168520/What-Great-Brands-Do-With-Mission-Statements-8- Examples#betterment

67. Planning: 1. Start with WHY?

68. Planning: 1. Start with WHY? 2. Set your SMARTER goals

69. LIVErtising.netS 2017-18 18 OBJ PLAN of activities Strategy Action 2Action 1 Action 3 Action 4 Cy Where to?

72. LIVErtising.netS 2017-18 18 OBJ PLAN of activities Strategy Action 2Action 1 Action 3 Action 4Why? Cy Where to? Value Vision

73. LIVErtising.netS 2017-18 18 OBJ PLAN of activities Strategy Action 2Action 1 Action 3 Action 4Why? How? Cy Where to? Value Vision

74. LIVErtising.netS 2017-18 18 OBJ PLAN of activities Strategy Action 2Action 1 Action 3 Action 4Why? How? Cy Where to? Value Vision What?

75. LIVErtising.netS 2017-18 18 OBJ PLAN of activities Strategy Action 2Action 1 Action 3 Action 4Why? How? Cy Where to? Value Vision What?Goals

76. LIVErtising.netS 2017-18 18 OBJ PLAN of activities Strategy Action 2Action 1 Action 3 Action 4Why? How? Cy Where to? Value Vision What?Goals Targets

77. LIVErtising.netS 2017-18 19 We want to increase sales

78. LIVErtising.netS 2017-18 19 Become the market leader in terms of sales in the mid-market in 4 years’ time We want to increase sales

79. LIVErtising.netS 2017-18 19 Become the market leader in terms of sales in the mid-market in 4 years’ time We want to increase sales

80. LIVErtising.netS 2017-18 20 —> Become the market leader —> in terms of sales —> in the mid-market —> in 4 years’ time

86. LIVErtising.net Emotiona l Ethical Rewardin

87. LIVErtising.net Emotiona l Ethical RewardinSpecific

88. LIVErtising.net Emotiona l Ethical RewardinSpecific Measurable

89. LIVErtising.net Emotiona l Ethical RewardinSpecific Measurable Actionable Achievable Ambitious

90. LIVErtising.net Emotiona l Ethical RewardinSpecific Measurable Actionable Achievable Ambitious Relevan

91. LIVErtising.net Emotiona l Ethical RewardinSpecific Measurable Actionable Achievable Ambitious Relevan Timed

92. LIVErtising.net Emotiona l Ethical RewardinSpecific Measurable Actionable Achievable Ambitious Relevan Timed

93. LIVErtising.netS 2017-18

98. Planning: 1. Start with WHY? 2. Set your SMARTER goals

99. Planning: 1. Start with WHY? 2. Set your SMARTER goals 3. Illustration : 3 strategic frameworks

112. Measure: KPIs are **not** metrics

113. Measure: 1. KPI vs Metrics

114. LIVErtising.netS 2017-18 30 PLAN of ACTIONS Strategy Action 2 Action 1 Action 3 Action N OBJCy

115. LIVErtising.netS 2017-18 30 PLAN of ACTIONS Strategy Action 2 Action 1 Action 3 Action N OBJCy GOALS

116. LIVErtising.netS 2017-18 30 PLAN of ACTIONS Strategy Action 2 Action 1 Action 3 Action N K P I OBJCy GOALS

117. LIVErtising.netS 2017-18 30 PLAN of ACTIONS Strategy Action 2 Action 1 Action 3 Action N K P I metrics OBJCy GOALS targets

119. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…)

120. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…)

121. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…)

122. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) KPIs are also useful decision-making tools. Because they help reduce the complex nature of organisational performance to a small, manageable number of key indicators, KPIs can, in turn, assist decision making – and, ultimately, help improve performance. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…)

123. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) KPIs are also useful decision-making tools. Because they help reduce the complex nature of organisational performance to a small, manageable number of key indicators, KPIs can, in turn, assist decision making – and, ultimately, help improve performance. Bernard MARR, What are KPIs?, https://www.bernardmarr.com/ default.asp?contentID=762 In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…)

124. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) KPIs are also useful decision-making tools. Because they help reduce the complex nature of organisational performance to a small, manageable number of key indicators, KPIs can, in turn, assist decision making – and, ultimately, help improve performance. Bernard MARR, What are KPIs?, https://www.bernardmarr.com/ default.asp?contentID=762 In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…)

125. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) KPIs are also useful decision-making tools. Because they help reduce the complex nature of organisational performance to a small, manageable number of key indicators, KPIs can, in turn, assist decision making – and, ultimately, help improve performance. Bernard MARR, What are KPIs?, https://www.bernardmarr.com/ default.asp?contentID=762 In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…)

126. In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) KPIs are also useful decision-making tools. Because they help reduce the complex nature of organisational performance to a small, manageable number of key indicators, KPIs can, in turn, assist decision making – and, ultimately, help improve performance. Bernard MARR, What are KPIs?, https://www.bernardmarr.com/ default.asp?contentID=762 In simple terms, KPIs provide a way to measure how well companies, business units, projects or individuals are performing in relation to their strategic goals (…) (…) KPIs provide the most important performance information that enables organisations (…) to understand whether or not the organisation is on track toward its stated objectives. In this way, well- designed KPIs are vital navigational instruments(…) KPIs are also useful decision-making tools. Because they help reduce the complex nature of organisational performance to a small, manageable number of key indicators, KPIs can, in turn, assist decision making – and, ultimately, help improve performance. Bernard MARR, What are KPIs?, https://www.bernardmarr.com/ default.asp?contentID=762

127. Key performance indicators are always rates, ratios, averages or percentages; they are never raw numbers. Raw numbers are valuable to web analytics reporting to be sure, but because they don’t provide context, are less powerful than key performance indicators. Consider the following ... Say you take 10,000 orders on Monday. Great, right? Not if you took 100,000 orders on the previous Monday. And not if you took those 10,000 orders from 1,000,000 people you paid good money to bring to your site, especially when you took 100,000 orders the previous Monday ... See what I mean? Without context 10,000 is just a number. Not good, not bad, but not really informative. That’s why I insist (…) that KPIs are always rates, ratios, averages or percentages. It’s not to say that you should exclude raw numbers from your KPI report— quite the opposite! Raw numbers are necessary to provide context to these reports and to promote conversation. All I’m saying is that raw numbers are not key performance indicators. Eric Peterson, The Big Book of Key Performance Indicators .

128. KPI Metric

129. KPI Metric Strategy

130. KPI Metric Strategy performance

131. KPI Metric Strategy performance Analytics

132. KPI Metric Strategy performance Analytics Results

133. KPI Metric Strategy Raw numbers performance Analytics Results

134. KPI Metric Strategy •rates •ratios •averages •percentages Raw numbers performance Analytics Results

135. LIVErtising.netS 2017-18 34 # of existing clients # of new clients # of lost clients 200 20 40

138. LIVErtising.netS 2017-18 34 # of existing clients # of new clients # of lost clients 200 20 40 Retention rate

139. LIVErtising.netS 2017-18 34 # of existing clients # of new clients # of lost clients 200 20 40 Retention rate (220-40) / 200 = 90%

140. LIVErtising.netS 2017-18 34 # of existing clients # of new clients # of lost clients 200 20 40 Retention rate (220-40) / 200 = 90% Retention cost, average customer value, average visitor value, …

141. LIVErtising.net 35 Five KPI golden rules Benchmark KPIs and metrics Define company- specific KPIs Define KPIs at management level Revise and redefine KPIs regularly Include all stakeholders

147. Measure: 1. KPI vs Metrics

148. Measure: 1. KPI vs Metrics 2. Benchmarking

155. LIVErtising.netS 2017-18 37 Without comparative benchmarking most metrics are completely meaningless

156. LIVErtising.net 38 Comparative benchmarking 1 2 43

157. LIVErtising.net 38 Comparative benchmarking 2 43

158. LIVErtising.net 38 Comparative benchmarking 43

159. LIVErtising.net 38 Comparative benchmarking 4

160. LIVErtising.net 38 Comparative benchmarking

166. Measure: 1. KPI vs Metrics 2. Benchmarking

167. Measure: 1. KPI vs Metrics 2. Benchmarking 3. Recap

168. LIVErtising.netS 2017-18 41 TACT

169. LIVErtising.netS 2017-18 41 TACT awareness building lead generation brand reputation promoted tweets FB page CTA on website

170. LIVErtising.netS 2017-18 41 STRAT TACT awareness building lead generation brand reputation promoted tweets FB page CTA on website

177. LIVErtising.netS 2017-18 41 STRAT KPI METRICTACT awareness building lead generation brand reputation promoted tweets FB page CTA on website

178. LIVErtising.netS 2017-18 41 STRAT KPI METRICTACT awareness building lead generation brand reputation promoted tweets CTR # SM leads / total # leads # pos - # neg / # pos + # neg # of RT # likes + # shares + # cmts / # msges FB page # likes CTA on website

185. LIVErtising.netS 2017-18 42 # pos - # neg / # pos + # neg # likes + # shares + # cmts / # msges # SM leads / total # leads 1 2 3

186. LIVErtising.netS 2017-18 42 # pos - # neg / # pos + # neg # likes + # shares + # cmts / # msges # SM leads / total # leads Engagement Lead Generation Sentiment (ratio) 1 2 3

190. LIVErtising.netS 2017-18 43 http://1drv.ms/1GKoxPH http://1drv.ms/ 19CEjPt

191. LIVErtising.netS 2017-18 43 http://1drv.ms/1GKoxPH http://1drv.ms/ 19CEjPt

192. LIVErtising.netS 2017-18 44 https://www.bernardmarr.com/

193. Aligning Planning and Measurement

201. From SA to P

203. LIVErtising.net 49 What are the building blocks of any activity? P E M

207. LIVErtising.netS 2017-18 50 Listening

208. LIVErtising.netS 2017-18 50 Listening Analytics

209. LIVErtising.netS 2017-18 50 Listening Analytics SWOT/PEST

210. LIVErtising.netS 2017-18 50 Listening CDJ Analytics SWOT/PEST

211. LIVErtising.netS 2017-18 50 Listening CDJ Persona Analytics SWOT/PEST

212. LIVErtising.netS 2017-18 50 Listening CDJ Persona Analytics SWOT/PEST

213. LIVErtising.net 51 From SA to Strategy: Turn SWOT into TOWS https://app.box.com/s/ywfs4u8l4fys2f7sht7bu5dvq8p7jx1e

218. LIVErtising.netS 2017-18 52 Business Vision+Mission+Values SMARTER Business Goals SMARTER Digital Goals Digital KPIs: soft & financial Execute: Digital (and non-digital) Action Digital Metrics Situation analysis Where will you start for digital? Measure: metrics then KPIs

226. LIVErtising.netS 2017-18 52 Business Vision+Mission+Values SMARTER Business Goals SMARTER Digital Goals Digital KPIs: soft & financial Execute: Digital (and non-digital) Action NOT here Digital Metrics Situation analysis Where will you start for digital? Measure: metrics then KPIs

227. LIVErtising.netS 2017-18 52 Business Vision+Mission+Values SMARTER Business Goals SMARTER Digital Goals Digital KPIs: soft & financial Execute: Digital (and non-digital) Action Digital Metrics Situation analysis Where will you start for digital? Measure: metrics then KPIs Start here

228. LIVErtising.netS 2017-18 52 Business Vision+Mission+Values SMARTER Business Goals SMARTER Digital Goals Digital KPIs: soft & financial Execute: Digital (and non-digital) Action Digital Metrics Situation analysis Where will you start for digital? Down here Measure: metrics then KPIs Start here

229. LIVErtising.netS 2017-18 52 Business Vision+Mission+Values SMARTER Business Goals SMARTER Digital Goals Digital KPIs: soft & financial Execute: Digital (and non-digital) Action Digital Metrics Situation analysis Where will you start for digital? Down here Measure: metrics then KPIs End here Start here

LIVErtising 2018 04 Become digitally SMART-ER

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to LIVErtising 2018 04 Become digitally SMART-ER

Similar to LIVErtising 2018 04 Become digitally SMART-ER (20)

More from Jean Pierre Ranschaert

More from Jean Pierre Ranschaert (20)

Recently uploaded

Recently uploaded (20)

LIVErtising 2018 04 Become digitally SMART-ER