Digital Strategic Planning: WTF?

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My opinion of what digital strategy entails, our responsibilities beyond the work and within the agency, and the skills we must equip ourselves with.

A Solid Digital Strategist; A rare breed, so just grow your own.

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  • Forrester Research:The Road To The Online Marketing Suite http://bit.ly/H5J4NW
  • Forrester Research:The Road To The Online Marketing Suite http://bit.ly/H5J4NW
  • http://blogs.hbr.org/hmu/2009/03/four-fatal-flaws-of-strategic.html
  • Digital Strategic Planning: WTF?

    1. 1. Digital Strategy – WTF?4 April 2012
    2. 2. Michael LungAssoc. Planning DirectorJWT/XM-Asia Singapore@mills301
    3. 3. Business Strategy title Mission & Objectives Environmental Optimization Scanning Evaluation Strategy Formulation Strategy Implementation
    4. 4. Mission & titleObjectives • Asking the right questions • with stakeholders and business leads • Diagnose before you prescribe any solution • Key Issue • Underlying problems and impact (how do you know its an issue? Evidence vs anecdotes) • Desired benefits and impact (measurement) • Economic consequences and implications • Budget and Resources • Understand the buying process • Key decision makers Understanding Understanding Relationship Relationship of Client’s Client Brief of our business with Client with Suit business
    5. 5. Environmental title Scanning • Understanding the consumer and his/her world • Digital Media consumption behaviour • Natural usage • Opportunities to disrupt • Product/Service usage behaviour • Digital Media usage during decision making and purchase process in relation to Product or Service • Brand perception/ opportunity within target audienceGrasp of Research Data Collection Identification of Application of “insights” Methods & Processing opportunities Findings
    6. 6. Grasp of Research Data Collection Methods & Processing Primary Research Psychology / Business Data Methods Anthropology Research Brief Secondary Real World Social Listening Research Experiences Measurement Customer Intelligence
    7. 7. Strategy titleFormulation • What is desired change in behaviour/perception we are trying to influence? • Current vs desired mindset • What is the one thing that we can leverage/say/do for us to change behaviour/perception? • Experience offering, value offering. • What is the big creative idea that would be most appealing to our audience? • What is the very best way to deliver this offering? • To ensure awareness, participation, loyalty, advocacy • Across the most suitable touchpoints • In an seamless experience? • How does this benefit the business in the Long Term? Understanding of Audience, Articulation of Presentation Creative Brief Business, Digital Solutions Strategies Skills
    8. 8. Understanding of Audience Consumer Brand TechnologyUnderstanding Understanding of of Business Digital Solutions
    9. 9. Articulation of Strategies Mobile Strategy Online Strategy Business Social Strategy Strategy Sales Strategy Digital Strategy Media Strategy Marketing Communication Brand Strategy CRM Strategy Strategy Strategy
    10. 10. Strategy titleImplementation • Ensure that implementation meets strategic objectives • Marketing objectives • Business objectives • Ensure optimal user experience • Convenience and functional perspective • Communications and psychological perspective • Ensure everything important to meeting the objective is measured • Broad knowledge and ability to collaborate in order to discuss and understand from each team’s POV the implementation process. Articulation of Understanding of Relationship Measurement Strategies Digital Solutions with each team Frameworks
    11. 11. Key areas of Planninginvolvement
    12. 12. Development Roadmap
    13. 13. Development Roadmap
    14. 14. Evaluation title • Understanding what parts of the experience worked and what didn’t • With the focus on the original brief that outlined • Business and marketing objectives • How we aimed to measured success • By evaluating the variables and the results • Alternative user experiences • Timing • Content etc • Developing clear outline of key lessons in each area of the initial strategy, and actionable points to improve • Archiving of benchmarks and best practices (case studies) • Building Evaluation & Optimization as part of the Strategy Measurement Understanding of Relationship Analysis Frameworks Consumer with each team
    15. 15. Campaign MeasurementPurchase Process Awareness Participation Community Action User 1 2 3 4 5 6 JourneyMarketing Assets Metrics Tools
    16. 16. Optimization title • Connecting the dots • Making each of the pieces work better together • To more effectively achieve your objectives • Engagement (more stickiness) • Conversion (less stickiness) • Evaluating the need to: • Refine specific components • Targeted communications • Kill certain components • Exit strategy • Experiment with new components Measurement Understanding of Articulation of Analysis Frameworks Digital Solutions Strategies
    17. 17. Test & Learn Variable testing Understand Factors Measurement Benchmarking
    18. 18. title Mission & Objectives EnvironmentalOptimization Scanning Evaluation Strategy Formulation Strategy Implementation
    19. 19. Four Fatal Flaws of Strategic PlanningManagers continue to make fundamental mistakes that undermineotherwise well-intentioned strategy-formulation effort
    20. 20. Skipping Rigorous Analysis• Many managers believe their business experience and knowledge base alone equips them with all the information they need to conduct effective strategic planning.• This belief is almost always untrue and serves only to undermine the kind of critical thinking from which truly creative strategies are born.• A good strategic planning process takes full advantage of the numerous tools of strategic analysis – such as the five forces model, strategic group maps, or the value chain – to gain key insights regarding how the industry is evolving, how competitors are changing positions, and where an individual firms sources of competitive advantage lie. Environmental Mission & Objectives Scanning
    21. 21. Believing Strategy Can Be Built in a Day• Many executive teams earnestly believe that effective strategies can be identified, explored, and agreed upon during abbreviated offsite meetings where the main driver of the agenda is the timing of snack breaks.• Take the time you need to sufficiently understand the underlying issues• Take deliberate steps to share accurate info with decision makers• Utilize problem solving tools to derive a variety of approaches and solutions• Changing the minds of key managers and decision makers takes longer than one day. Environmental Strategy Mission & Objectives Strategy Formulation Scanning Implementation
    22. 22. Failing to Link Strategic Planning with Strategic Execution• Executing strategy requires the work of the entire organization, whereas strategic planning only requires the top team• But part of a top teams challenge in execution often stems from the failure to link their work with ongoing strategy execution• "Strategic success demands a simultaneous view of planning and doing. Managers must be thinking about executing even as they are formulating plan.“• Long Range Strategic Planning (LRSP) process. This integrated strategic planning and execution system incorporates both strategy formulation activities, such as ongoing analysis of changes in market conditions, with execution activities like management of integrated strategic programs. – At the start of the planning year, they perform a "deep dive" on critical competitive issues facing the businesses; the remainder of the year they focus on measuring and monitoring the progress they are making relative to the strategy. As they encounter unforeseen issues — which they usually do — they then analyze them within the confines of the LRSP process. They also maintain a running list of "must-do" integrated programs that they readjust as business conditions change. "Weve refined the LRSP process over the past several years to not only make it more flexible and responsive to changes in market conditions, but to also make it more integrated, Strategy Strategy Formulation Evaluation Optimization Implementation
    23. 23. Dodging Strategy Review Meetings• Strategic plans quickly become obsolete when there is no activity in place to keep them alive.• Worse, managers sometimes feel freed from execution accountability when reviews are continually rescheduled or dropped from the calendar altogether.• At the end of the strategic plan formulation, managers should establish a strategic governance process where strategy review meetings – The strategy that was created at the beginning of the execution cycle should be the topic of conversation at every meeting — no discussion of operational issues should be allowed. – Consistent with avoiding fatal flaw number one, the necessary analysis should be prepared and the findings circulated before the meeting so that the session can be dedicated to guiding decision-making as opposed to conducting unbounded, unstructured discussion. – the strategy management analyst responsible for facilitating the process. Running effective strategy review meetings is a learned skill but one that starts with scheduling and sticking to the strategy in the first place. Evaluation Optimization Mission & Objectives

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