Marcone Supply is looking to redesign their website to better promote their appliance parts and services, simplify the online ordering process, and effectively convey their branding of passion, people, and innovation to target audiences of appliance technicians, businesses, and DIY consumers. The new website will need to provide key information to both new and current customers while embodying Marcone's mission to empower product support through knowledge and innovation. Personas were created for key customer types including a service company owner, technician, and do-it-yourselfer to help guide the redesign process.
1. The document discusses hiring professionals for website design and SEO services. It emphasizes the importance of having a well-designed, user-friendly website for businesses.
2. It recommends comparing the experience, services, reliability, and prices of different website design companies to find the best one. Reputable companies have experienced teams that can create search engine optimized websites.
3. Specific website design companies mentioned include Graphic Design Oakville and Graphic Design Mississauga, which offer various design and development services. Hiring their SEO experts can help businesses get higher search engine rankings.
The document outlines the contents of a student magazine about various topics. It discusses why the students decided to make the magazine, which was to work on grammar and cover different subjects. It then lists and provides brief descriptions of the magazine's sections, which include articles about chocolate history, smiling, Dutch sports and culture, fashion trends, art, and underwater sleeping. The magazine aims to showcase the students' work and interests.
The document discusses several potential uses of QR codes in education, including linking to instructional videos to demonstrate equipment use, providing additional information about museum exhibits, allowing students to share experiences, linking to course information for prospective students, using different colored QR codes to differentiate learning materials by topic or level, and supporting group activities by providing tailored information to individual tasks. It also lists other potential uses such as providing focused learning pathways, treasure hunts/discovery trails, open day videos, assessments with online feedback, directing students to needed resources, and hosting skill-building videos.
1. The document discusses hiring professionals for website design and SEO services. It emphasizes the importance of having a well-designed, user-friendly website for businesses.
2. It recommends comparing the experience, services, reliability, and prices of different website design companies to find the best one. Reputable companies have experienced teams that can create search engine optimized websites.
3. Specific website design companies mentioned include Graphic Design Oakville and Graphic Design Mississauga, which offer various design and development services. Hiring their SEO experts can help businesses get higher search engine rankings.
The document outlines the contents of a student magazine about various topics. It discusses why the students decided to make the magazine, which was to work on grammar and cover different subjects. It then lists and provides brief descriptions of the magazine's sections, which include articles about chocolate history, smiling, Dutch sports and culture, fashion trends, art, and underwater sleeping. The magazine aims to showcase the students' work and interests.
The document discusses several potential uses of QR codes in education, including linking to instructional videos to demonstrate equipment use, providing additional information about museum exhibits, allowing students to share experiences, linking to course information for prospective students, using different colored QR codes to differentiate learning materials by topic or level, and supporting group activities by providing tailored information to individual tasks. It also lists other potential uses such as providing focused learning pathways, treasure hunts/discovery trails, open day videos, assessments with online feedback, directing students to needed resources, and hosting skill-building videos.
Digital transformation involves creating an operational backbone and digital offerings. An operational backbone integrates siloed systems to improve customer experience, while digital offerings develop new value propositions inspired by emerging technologies. Successful companies lead transformation enterprise-wide rather than just through IT. They also create accountable teams focused on missions and metrics instead of structure. The challenges are developing leadership capable of coaching teams through change and integrating new digital and existing operational systems.
This document discusses how companies can successfully reengineer using information technology. It states that companies cannot reengineer if they only see technology as automation or look for problems first before considering technology solutions. To reengineer, a company must think inductively and use technology to simplify processes and do new things. The document provides examples of "old rules" disrupted by new technologies that created new opportunities, such as shared databases allowing information to be available in many places simultaneously. It emphasizes that leveraging new technologies to dramatically change business processes through reengineering must be an ongoing effort for companies.
360° TECH CONSULTING! HELPING STARTUP FOUNDERS MAKE THE RIGHT TECH DECISIONS
The document discusses how startups often underestimate the importance of software in their businesses. It notes that software is crucial to helping acquire customers, provide e-commerce services, cut costs, and make business decisions. However, startups commonly treat software as an afterthought and rush products to market without proper planning. This can lead to technical debt and inability to manage code as businesses grow. The document offers 360° Tech Consulting's services to provide guidance to startups to help them make informed software decisions early on to avoid potential pitfalls and ensure their technical foundations are solid.
The document proposes a new social networking platform called Esnego that aims to connect companies, professionals, and end-users. It argues that existing social networks have failed to facilitate business-to-business and business-to-consumer connections. Esnego would provide standardized tools and processes for professional networking and collaboration. This includes features like activity streams, file sharing, groups, public/private search, and integrated apps. The founders believe Esnego could generate revenue through paid premium accounts while remaining free for basic use. However, they are seeking investors to cover server costs, hiring, and marketing the new platform.
This document discusses the new challenges of leadership in a rapidly changing context. It notes that new generations, values, working times and places are changing how people work. Leadership must rethink management approaches and embrace cultural change, new working styles using a variety of tools and locations. Meetings should focus on decision making, not just status updates. People should only be interrupted when it's useful for their work. Cloud services can make IT more agile. Connected devices and services will continue growing exponentially. Leadership must increase transparency and leverage connections beyond close networks to access the best ideas.
Given customers are finding new avenues through Social Media to express their opinions about products/services they use, brands no more have an option to not listen to those conversations. That's where the concept of ORM (Online Reputation Management) comes in.
In this story by Inc magazine, Social Media leaders share their views on the importance of ORM (Online Reputation Management) and how can brands leverage ORM.
1) Traditional residential real estate brokerage models that centered around large physical offices are becoming outdated and inefficient. New models like superstores, café-lounges, and cloud-based virtual offices are emerging to address the need for lower space and operational costs per agent.
2) eXp Realty is presented as an example of a cloud-based virtual real estate brokerage model. It operates entirely online through a 3D virtual office environment, allowing agents, brokers, and staff to collaborate from anywhere.
3) While the virtual model represents the biggest change, the report argues all three new models (superstore, café-lounge, cloud-based) can co-exist and replace the outdated
"Unfair Advantage" Chapter 14 “In the Driver’s Seat: Be in Control of Your O...Chuck Fisher
The document discusses the importance of dealerships maintaining control over their digital assets such as websites and social media accounts. It describes a situation where a dealership terminated its relationship with a marketing agency, but in doing so lost access to and control over its website and online presence. The document provides recommendations for dealerships to avoid this, including owning domain names, designating one person as responsible for digital assets, providing training to staff, being selective about services purchased, and managing contracts carefully.
1. The document discusses how companies can mobilize their enterprise and move from outdated 1990s infrastructure to a more cloud-centric and consumer-friendly mobile environment.
2. It provides examples of how Symbio, a technology services company, has helped other companies like Airbiquity, RF Swedish Sports, and Orbit GMT develop mobile solutions to enhance their businesses and operations.
3. Symbio serves as an outsourced development center for these companies, helping them build cloud-based backends, mobile apps, and video streaming capabilities to enable remote access and monitoring.
To effectively engage with IT professionals and gain their trust, office technology dealerships need an in-house IT professional who understands networks and can communicate that knowledge. The IT professional should accompany sales reps to meetings with customers' IT staff. Customers' IT staff expect up-to-date devices and software, centralized management, automatic updates, prompt repairs, and a partnership with the dealer prioritizing reduced costs and improved efficiency. Dealerships must provide knowledgeable IT support to differentiate themselves from large manufacturers and forge long-term relationships with customers.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
Mobile retail summit 26 1-12 - incentivatedJason Cross
The document discusses how integrating mobile messaging and websites can help retailers reach shoppers. It notes that mobile users expect fast loading sites and are more likely to purchase from retailers with optimized mobile experiences. The company Incentivated is presented as a mobile marketing specialist that can help clients with acquisition, customer relationship management, and mobile commerce through technologies like SMS, mobile internet, apps, and location marketing.
Mobile retail summit 26 1-12 - incentivatedJason Cross
This document discusses integrating mobile messaging and websites to reach shoppers. It provides examples of how Marks & Spencer uses messaging to engage customers, drive traffic to stores, and provide customer service. The document also compares different mobile app and site options and provides tips on deep linking between desktop and mobile sites.
The main objective of this project is to advance the local merchants, by creating a community where people can share their meaningful experiences and help each other find the best option available out there, saving time and money.
Digital transformation involves creating an operational backbone and digital offerings. An operational backbone integrates siloed systems to improve customer experience, while digital offerings develop new value propositions inspired by emerging technologies. Successful companies lead transformation enterprise-wide rather than just through IT. They also create accountable teams focused on missions and metrics instead of structure. The challenges are developing leadership capable of coaching teams through change and integrating new digital and existing operational systems.
This document discusses how companies can successfully reengineer using information technology. It states that companies cannot reengineer if they only see technology as automation or look for problems first before considering technology solutions. To reengineer, a company must think inductively and use technology to simplify processes and do new things. The document provides examples of "old rules" disrupted by new technologies that created new opportunities, such as shared databases allowing information to be available in many places simultaneously. It emphasizes that leveraging new technologies to dramatically change business processes through reengineering must be an ongoing effort for companies.
360° TECH CONSULTING! HELPING STARTUP FOUNDERS MAKE THE RIGHT TECH DECISIONS
The document discusses how startups often underestimate the importance of software in their businesses. It notes that software is crucial to helping acquire customers, provide e-commerce services, cut costs, and make business decisions. However, startups commonly treat software as an afterthought and rush products to market without proper planning. This can lead to technical debt and inability to manage code as businesses grow. The document offers 360° Tech Consulting's services to provide guidance to startups to help them make informed software decisions early on to avoid potential pitfalls and ensure their technical foundations are solid.
The document proposes a new social networking platform called Esnego that aims to connect companies, professionals, and end-users. It argues that existing social networks have failed to facilitate business-to-business and business-to-consumer connections. Esnego would provide standardized tools and processes for professional networking and collaboration. This includes features like activity streams, file sharing, groups, public/private search, and integrated apps. The founders believe Esnego could generate revenue through paid premium accounts while remaining free for basic use. However, they are seeking investors to cover server costs, hiring, and marketing the new platform.
This document discusses the new challenges of leadership in a rapidly changing context. It notes that new generations, values, working times and places are changing how people work. Leadership must rethink management approaches and embrace cultural change, new working styles using a variety of tools and locations. Meetings should focus on decision making, not just status updates. People should only be interrupted when it's useful for their work. Cloud services can make IT more agile. Connected devices and services will continue growing exponentially. Leadership must increase transparency and leverage connections beyond close networks to access the best ideas.
Given customers are finding new avenues through Social Media to express their opinions about products/services they use, brands no more have an option to not listen to those conversations. That's where the concept of ORM (Online Reputation Management) comes in.
In this story by Inc magazine, Social Media leaders share their views on the importance of ORM (Online Reputation Management) and how can brands leverage ORM.
1) Traditional residential real estate brokerage models that centered around large physical offices are becoming outdated and inefficient. New models like superstores, café-lounges, and cloud-based virtual offices are emerging to address the need for lower space and operational costs per agent.
2) eXp Realty is presented as an example of a cloud-based virtual real estate brokerage model. It operates entirely online through a 3D virtual office environment, allowing agents, brokers, and staff to collaborate from anywhere.
3) While the virtual model represents the biggest change, the report argues all three new models (superstore, café-lounge, cloud-based) can co-exist and replace the outdated
"Unfair Advantage" Chapter 14 “In the Driver’s Seat: Be in Control of Your O...Chuck Fisher
The document discusses the importance of dealerships maintaining control over their digital assets such as websites and social media accounts. It describes a situation where a dealership terminated its relationship with a marketing agency, but in doing so lost access to and control over its website and online presence. The document provides recommendations for dealerships to avoid this, including owning domain names, designating one person as responsible for digital assets, providing training to staff, being selective about services purchased, and managing contracts carefully.
1. The document discusses how companies can mobilize their enterprise and move from outdated 1990s infrastructure to a more cloud-centric and consumer-friendly mobile environment.
2. It provides examples of how Symbio, a technology services company, has helped other companies like Airbiquity, RF Swedish Sports, and Orbit GMT develop mobile solutions to enhance their businesses and operations.
3. Symbio serves as an outsourced development center for these companies, helping them build cloud-based backends, mobile apps, and video streaming capabilities to enable remote access and monitoring.
To effectively engage with IT professionals and gain their trust, office technology dealerships need an in-house IT professional who understands networks and can communicate that knowledge. The IT professional should accompany sales reps to meetings with customers' IT staff. Customers' IT staff expect up-to-date devices and software, centralized management, automatic updates, prompt repairs, and a partnership with the dealer prioritizing reduced costs and improved efficiency. Dealerships must provide knowledgeable IT support to differentiate themselves from large manufacturers and forge long-term relationships with customers.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
Mobile retail summit 26 1-12 - incentivatedJason Cross
The document discusses how integrating mobile messaging and websites can help retailers reach shoppers. It notes that mobile users expect fast loading sites and are more likely to purchase from retailers with optimized mobile experiences. The company Incentivated is presented as a mobile marketing specialist that can help clients with acquisition, customer relationship management, and mobile commerce through technologies like SMS, mobile internet, apps, and location marketing.
Mobile retail summit 26 1-12 - incentivatedJason Cross
This document discusses integrating mobile messaging and websites to reach shoppers. It provides examples of how Marks & Spencer uses messaging to engage customers, drive traffic to stores, and provide customer service. The document also compares different mobile app and site options and provides tips on deep linking between desktop and mobile sites.
The main objective of this project is to advance the local merchants, by creating a community where people can share their meaningful experiences and help each other find the best option available out there, saving time and money.
1. WEBSITE REDESIGN
Ashley Glatz
Media Communications 5600
March 7, 2013
2. PROJECT STRATEGY
Type of Experience: Services, Informational
Type of Agent: .com (current website: www.marcone.com)
Type of Media: Website
Branding and Culture: Marcone relies on three main principals for branding: passion, people and innovation. Each page within the website
should embody these principals, as well as keeping in line with Marcone’s mission: To empower product support with knowledge and innovation.
Measure of Success: New accounts; online orders
What is the offering? Marcone wants to promote their services (Cooling & Heating, Property Maintenance and Installation Goods) as well as the
products we sell.
Target Audience: Appliance technicians, businesses and DIY retail consumers.
Landscape: Our biggest competitor is Sundberg America (appliance-parts.com). We provide parts to many appliance shops, including Lowes
and Home Depot, and benefit from their client bases.
STRATEGY STATEMENT
Marcone Supply, an appliance parts distributor, is in need of a website redesign. The current website lacks the information needed for new cus-
tomers to find out more about the company, and the interface makes it hard for current customers to find and order parts. The new site will need
to effectively convey Marcone’s services and simplify the purchasing process.
2
3. PERSONAS
Mike, the Service Dan, the
Company Owner Rick, the Technician Do-It-Yourself-er
“I buy my parts from “It’s so much easier to walk “I don’t need to call a
Marcone, my Technicians into the store. I know my technician. I do need the
get trained by MSA – part will be there on time.” right part, though!”
What else can they offer?”
3
4. Mike, the Service Company Owner
One Company: Many Companies:
Uses only one Uses multiple com-
company for all panies for parts
parts needs. LOYALTY needs.
Low: Interacts High: Interacts
with company with company
less than once a daily.
month. ACTIVITY
Limited: Un- Extensive: Uses
“I buy my parts from familiar with products and ser-
Marcone, my Technicians products and vices frequently.
get trained by MSA – services. PRODUCT KNOWLEDGE
What else can they offer?”
“I don’t have time to click a hundred links to find what I need. I just want to search for the solutions I need to learn more.”
SCENARIOS: OBJECTIVE: DEMOGRAPHICS:
Expansion: I already order my parts through Marcone’s Mike has been in the service business for
Business is booming, and Mike can’t han- website when I can’t make it to the store, 28 years. He started from the ground up,
dle the amount of orders each day. He and my technicians use MSAWorld for and understands what it means to be a
visits Marcone.com to find out more about training information, but I’ve heard technician. As he continues to get older, he
myPartsCenter. He wants a clear descrip- Marcone offers more. I’m trying to run a wants simple solutions to help his business
tion of what it is, what it costs, and how it business successfully – how can Marcone grow before he hands it over to his son.
will benefit his expanding business. help?
Computer Systems: CONCERNS: TECHNOLOGY COMFORT:
On a busy Saturday, Mike’s computer sys- • What else can Marcone do for me? I’ve got a smartphone to keep up with my
tem went down with no help available. He’s • Who do I contact for more information? technicians, and I’m comfortable ordering
heard about SwiftLink before, and visits What do other owners think about it? parts on my computer. After all, half of my
Marcone.com to learn more. He looks for a • What do these solutions mean for my business comes through email requests!
video on using SwiftLink and reviews from business?
other owners who use it.
4
5. Rick, the Technician
One Company: Many Companies:
Uses only one Uses multiple com-
company for all panies for parts
parts needs. LOYALTY needs.
Low: Interacts High: Interacts
with company with company
less than once a daily.
month. ACTIVITY
Limited: Un- Extensive: Uses
“It’s so much easier to walk familiar with products and ser-
into the store. I know my products and vices frequently.
part will be there on time.” services. PRODUCT KNOWLEDGE
“I can’t keep all of these part numbers straight. Can’t I just look for agitators and see what models they work for?”
SCENARIOS: OBJECTIVE: DEMOGRAPHICS:
Backstock: I’ve been going to the store for years, but Rick has been working on washers and
Recently, Rick’s been getting a lot of calls they don’t always have what I need. I guess dryers since the clothesline went out of
for Whirlpool Agitators. The local stores I could order the parts online, but I’m style. The local store owner knows him by
are sold out, so he visits Marcone’s website not very good with the internet. It’s not a name, and knows what sports his grandkids
to order extras. He isn’t sure of the part Tweeter, right? play. His kids have tried to get him online,
number, but he searches for the general but it causes extreme frustration for both
description. parties.
Owner Change: CONCERNS: TECHNOLOGY COMFORT:
Rick’s owner has passed on the business • What if they send me the wrong part? In my day, we didn’t have touchscreen
to his tech-savvy son. He’s looking to keep • What if I don’t know the part number? telephones. You took notes on a notepad
trucks stocked at all times, so Rick visits • How can I deliver to different and used the phone to call for directions!
Marcone’s website to sign up for one & technicians?
you’re done. • What if I need help from a real person?
5
6. Dan, the Do-It-Yourself-er
One Company: Many Companies:
Uses only one Uses multiple com-
company for all panies for parts
parts needs. LOYALTY needs.
Low: Interacts High: Interacts
with company with company
less than once a daily.
month. ACTIVITY
Limited: Un- Extensive: Uses
“I don’t need to call a familiar with products and ser-
technician. I do need the products and vices frequently.
right part, though!” services. PRODUCT KNOWLEDGE
“I’ll be honest, I don’t know what I’m doing. I need instructions to go along with the part.”
SCENARIOS: OBJECTIVE: DEMOGRAPHICS:
Door Latch Switch: The house of our dreams may have cost Dan recently married his high school
While cleaning up from their first house- a little more than we wanted, but we sweetheart. To save some cash, they
warming party, the dishwasher won’t even cut back on appliances using Craigslist. purchased used appliances on Craigslist,
start. Dan Googles “Dishwasher Problems” Unfortunately, the dishwasher isn’t quite up however they’re having some problems
and finds a blog on Marcone.com about to par. But I’d hate to make my new bride keeping them working. Dan took a few
the door latch switch. do dishes, so I should be able to fix it. shop classes in high school, so fixing it will
be easy – with the right tools & instruction.
Dryer Problems:
Dan mentions to his father-in-law that the CONCERNS: TECHNOLOGY COMFORT:
dryer hasn’t been heating up lately, who • What’s the problem caused by? I would never walk into a store and ask the
suggests he replace the heating element. • How do I fix it? counterperson for help. I feel much more
Dan looks online for a part and is taken to • What tools do I need to use? comfortable looking up the answers in my
Marcone.com. • What part should I buy? own home. Why else did I spend so much
on a MacBook anyway?
6