90 daysuccessplan
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I've been asked by many people both individuals, small businesses and organizations on what would l recommend for an individual's first 90 days in a new role. While this is a difficult question to answer, the important part is that you have a plan and that you realize it is a living document because there are no hard and fast rules. Here is a compilation of what l suggest may be a good starting point for anyone looking to accelerate understanding and change in a new role.
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90 daysuccessplan
- 2. Questions that need to be answered…
- 3. How do you measure success? Are they the right measures?
- 4. What was your company built on! Do you still believe it? Does your market? Do you act like it to the marketplace?
- 5. What is your unique value proposition? What do we want to be known for?
- 6. How do you create an emotional connection between your key audiences and the brand? Is your experience immersive?
- 7. What Is The Organization’s Journey Map? Print Ad Website Training Product Support Services How do you drive consistency of experience?
- 8. Do you tell a compelling story? If not, who is telling your story for you today?
- 9. Do you drive long-term *sustainable thinking? *Sustainable from the standpoint that we are in perpetual organic motion...
- 10. Long Term Short Term Leap Frog Innovation Team Management Team Product Engineering Product Management Diversify/ Acquire Maintain/ Penetrate ParallelPath CROSS POLLINATION Innovation Engine Product Development Product Marketing ParallelPath Function A Function B
- 11. • Define Measure Analyze Design Verify (DMADV) • Customer Experience Management (CEM) • Discovery Determine Execute Evolve (DE²) Innovation • Define Measure Analyze Improve Control (DMAIC) • Plan Do Check Act (PDCA) •Lean • Customer Experience Management (CEM) • Theory Of Constraints (TOC) • Business Process Improvement (BPI) •Poka-Yoke Management Current State Transition State Improved State Change Management Change Acceleration
- 12. Current State Transition State Improved State What Are We Doing Today What Do We Need To Do How Are We Going To Get There Corporate Strategy Business Overview Environmental Scan Brand Strategy Customer Engagement Strategy Product Management Strategy Sales Strategy Business Objectives Change Acceleration Market Research Product Strategy Sales Strategy Business Objectives Brand Strategy Market Engagement Plan Ipso lorum Ipso lorum 90 Day Success Plan
- 13. What Are We Doing Today Corporate Strategy Corporate Strategy Vision Mission Objectives Company Values Company Promise What does Tagline Drive. Tagline Outcome: Ipso lorum Opportunity: Ipso lorum
- 14. What Are We Doing Today Corporate Strategy Mission: What Do We Do Everyday to Meet Our Vision Vision: What Is our long-term goal and competitive advantage Values: What Words Represent Our Culture Objectives: What We trying to Achieve Company Promise: What Can Our Customers Consistently Expect From Us Cultural Charter
- 15. What Are We Doing Today Business Overview Expense Budget (Variable/Fixed)Operating Profit TargetTopline Sales Target $x MM $x MM Topline Sales Target $x MM $x MM 0 20 40 60 80 100 120 140 Q1 - 04 Q3 - 04 Q1 - 05 Q3 - 05 Q1 - 06 Q3 - 06 Q1 - 07 Q3 - 07 Q1 - 08 Q3 - 08 Q1 - 09 Q3 - 09 Q1 - 10 Q3 - 10 Q1 - 11 Q3 - 11 Q1 - 12 Q3 - 12 Q1 - 13 Q3 - 13 Q1 - 14 Q3 - 14 AxisTitle 10 Year Trend Analysis Sales Revenue Gross Margin Operating Profit Variable Expense Business Metrics
- 16. What Are We Doing Today Business Overview Organization Chart Staff Management Team Executive Team Chairman/Owner CEO VP VP
- 17. What Are We Doing Today Environmental Scan SWOT (Strengths, Weaknesses, Opportunities, Threats) Strengths Weaknesses Opportunities Threats InternalExternal • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum
- 18. What Are We Doing Today Environmental Scan PEST (Political, Economic, Social, Technical) Strengths Weaknesses Opportunities Threats • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum
- 19. What Are We Doing Today Environmental Scan Residential: Market Potential Commercial: New Construction Renovation 30% 30% 30% 30% WholesaleRetail WholesaleRetail 50% 25% 50% 50% 30% 30% WholesaleRetail 30% 30% WholesaleRetail
- 20. What Are We Doing Today Environmental Scan Residential: Value-Chain Commercial: Organization Stakeholder 1 Stakeholder 2 Stakeholder 3 Organization Stakeholder 1 Stakeholder 2 Stakeholder 3 Sub 1 Sub 2 Sub 1 Sub 2
- 21. What Are We Doing Today Environmental Scan Residential: Competitive Analysis Company A 60% Competitor A 12% Competitor B 16% Competitor C 12% Commercial: • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Company A 17% Competitor A 25%Competitor B 33% Competitor C 25%
- 22. What Are We Doing Today Environmental Scan Perceptual Map (product) Price Features • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder.
- 23. What Are We Doing Today Environmental Scan Perceptual Map (service) Price Features • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder.
- 24. What Are We Doing Today Brand Strategy Brand Strategy Brand Vision Brand Mission Brand Objectives Brand Values Brand Promise Future desired state of the Brand. How will the brand vision be achieved. Specific brand objectives that define the measurable milestones that will be achieved over a defined period of time. Benchmarks to measure “on-brand” behaviour and performance. Simple and specific value that the Customer receives. Establishes the relationship between the brand and the user. Establishes a promise and an expectation.
- 25. What Are We Doing Today Brand Strategy Brand Positioning Brand Strategy Brand Essence Brand Vision Brand Mission Brand Objectives Brand Values Brand Promise Brand Positioning Personality Tone & Manner Brand Positioning is the soul of the brand and what sets it apart from competition. Personality, Tone and Manner define how the brand comes to life in all expressions and experiences.
- 26. What Are We Doing Today Brand Strategy Brand Essence Brand Positioning Personality Tone & Manner Distinct positioning that sets you apart from others. Answers the questions (what are we providing? Who are we providing it to? What are he main benefits? Why is it better than the competition? What makes it unique and defendable in the marketplace?) The attribution of human personality traits that sets the brand apart from others. Descriptors that set the stage for style, messaging approach language of internal and external communications. Brand Essence
- 27. What Are We Doing Today Brand Strategy Brand Identity Brand Identity Name Logo Tag Line Key Messages Benefits Brand Essence Brand Positioning Personality Tone & Manner
- 28. What Are We Doing Today Brand Strategy Brand Hierarchy Value Proposition Corporate Strategy Brand Strategy Brand Essence Brand Identity Communications Product/Service Distribution
- 29. What Are We Doing Today Customer Engagement Strategy Customer Mapping • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. 60% 10% 30% Placeholder This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Persona Name Behaviour This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Persona Name Behaviour This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Persona Name Behaviious Placeholder This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Placeholder This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder.
- 30. What Are We Doing Today Customer Engagement Strategy Customer Motivations Resource Efficiency Finding improved ways to save time and materials within my system design Sustainability Providing products and building solutions that have a smaller environmental footprint. Innovation Using new solutions and products that provide better results than conventional methods. ReputationEnsuring that the products and solutions I provide create trusted relationships. Energy Efficiency Energy Efficiency - Identifying solutions that utilize less energy than conventional systems.
- 31. What Are We Doing Today Customer Engagement Strategy Value-Chain Analysis Residential: Commercial: Organization Stakeholder 1 Stakeholder 2 Stakeholder 3 Organization Stakeholder 1 Stakeholder 2 Stakeholder 3 Sub 1 Sub 2 Sub 1 Sub 2
- 32. What Are We Doing Today Customer Engagement Strategy Activity Cycle • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Inspiration&ChoiceSelection CustomerRelationship Need Planning Shortlist Building Enjoyment Buying Print Tradeshow Brochure Social Customer Activity Cycle (Completing Glauben Machen)
- 33. What Are We Doing Today Customer Engagement Strategy Public Relations Bought Owned Earned • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder.
- 34. What Are We Doing Today Customer Engagement Strategy Experiential Marketing Plan • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Date(s) Time Event City, State Desired Outcome Audience Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information
- 35. Business Screen What Are We Doing Today Product Strategy This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Business Strengths BusinessStrengths Strong Medium Weak Low Medium High
- 36. What Are We Doing Today Product Strategy Ansoff Matrix Maintain Penetrate Market Development Market Diversification ExistingMarketNewMarket Markets Existing Product New Product Products • This is a placeholde r text. Replace this text with your own informatio n. This text demonstra tes how your text will look like. Type your text here, this is only a placeholde r.
- 37. What Are We Doing Today Product Strategy BCG Matrix Stars Question Marks Cash Cows Dogs MarketGrowthRate Relative Market Share L H L H • This is a placeholde r text. Replace this text with your own informatio n. This text demonstra tes how your text will look like. Type your text here, this is only a placeholde r.
- 38. What Are We Doing Today Product Strategy Kano Analysis • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Customer Very Dissatisfied Not Functional Fully Functional
- 39. Product Family Heating & Ventilation Flame Renewable Solutions Loyalty Program Product A® Product D™ Product B® Product E™ Place holder text. Product H® Product C® Product I™ Product G™ Product Brands Programs & Campaigns Furniture Product F™ SystemSolutions OrganizationBrandHierarchyWhat Are We Doing Today Business Overview Brand Roadmap– Hierarchy, Product Naming, Segmentation
- 40. What Are We Doing Today Product Strategy Product Hierarchy • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Product Family Product Group A Product Group B Product Type A1 Product Type A2 Product Type A3
- 41. What Are We Doing Today Business Overview Product Pipeline (12 month) • Ipso lorum 2015 Q1 2015 Q2 2015 Q3 2015 Q4 CommercialResidential • Ipso lorum OEM • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum • Ipso lorum Markets
- 42. Product Attributes: Target Audience: • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • Ipso lorum • Ipso lorum • Ipso lorum • • Ipso lorum • Ipso lorum • Ipso lorum Product Benefits: What Are We Doing Today Product Strategy Product Profile • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Product Name: • This is a placeholder text. Replace this text with your own information.
- 43. What Are We Doing Today Product Strategy Product Life Cycle • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Introduction Growth Maturity Decline Development SalesRevenue 0 +
- 44. What Are We Doing Today Product Strategy Product Life Cycle Competition Product Price Promotion Place - distribution Few More Many Reduced One More versions Full product line Best sellers Skimming or penetration Gain market share, deal Defend market share, profit Stay profitable Inform, educate Stress competitive differences Reminder oriented Minimal promotion Limited More outlets Maximum outlets Fewer outlets Marketing Objective Gain Awareness Stress Differentiation Maintain Brand Loyalty Harvesting, Deletion Introduction Growth Maturity Decline
- 45. What Do We Need To Do Business Objectives Long-term Expense Budget (Variable/Fixed)Operating Profit TargetTopline Sales Target $x MM $x MM Topline Sales Target $x MM $x MM Commercial: 50% 30% 30% WholesaleRetail Residential: 30% 30% WholesaleRetail 50%
- 46. What Do We Need To Do Business Objectives Business Screen This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Business Strengths BusinessStrengths Strong Medium Weak Low Medium High
- 47. What Do We Need To Do Change Acceleration Force field Analysis Accelerators (+’s) Things that are working well Ranking (1 low – 10 hi) Resistors (∆’s) Things that need to change Ranking (1 low – 10 hi) • Ipso lorum 8 • Ipso lorum 8
- 48. What Do We Need To Do Change Acceleration Critical Success Factors (Group Exercise) What activities do we do that are essential to future success? • Group activities into common categories these become “success factors” Category A Category B Category C Category D
- 49. What Do We Need To Do Change Acceleration CAP Profile Business Success Factors This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. - Sales - Marketing - Finance - Customer Service
- 50. What Do We Need To Do Change Acceleration Constituents Map • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Key Constituents Constituent A Constituent B Constituent C Constituent D
- 51. What Do We Need To Do Change Acceleration Stakeholder Analysis This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Stakeholder Strongly Against Moderately Against Neutral Moderately Agree Strongly Agree Stakeholder A X Stakeholder B X Stakeholder C X Stakeholder D X Stakeholder E X Stakeholder F X Stakeholder G X X – stakeholder status – required shift
- 52. What Do We Need To Do Change Acceleration 3D’s Analysis Data: Individuals in this category require data to motivate their decision-making on change. Demonstration: Individuals in this category require you to prove to them that the proposed change will work. Diagnosis: Individuals in this category require you to amplify the problem and provide a solution in order to accept change. Stakeholder Current State Acceptance Future State Acceptance Influencer 3D Profile (Influencer) Data Action (Influencer) Stakeholder A Stakeholder B Stakeholder C Stakeholder D Stakeholder E Stakeholder F Stakeholder G
- 53. What Do We Need To Do Change Acceleration Influence Strategy This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Monitor Closely Manage with Maximum Effort Monitor with Minimal Effort Keep Informed Interest Level AuthorityLevel Stakeholder A Stakeholder C Stakeholder D Stakeholder B
- 54. What Do We Need To Do Market Research Business Challenges Challenge: Business Challenge Impact on Business Risk if unresolved Resolution (Reduce, Eliminate) Resource Requirements (Financial, Employee)
- 55. What Do We Need To Do Market Research Primary Objectives What information about the market do we not understand? Why do we require this information? Do we have data which today that can provide insights to answer questions?
- 56. What Do We Need To Do Business Objectives Secondary Objectives
- 57. What Do We Need To Do Product Strategy Product Life Cycle • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Introduction Growth Maturity Decline Development SalesRevenue 0 +
- 58. Product Life Cycle Competition Product Price Promotion Place - distribution Few More Many Reduced One More versions Full product line Best sellers Skimming or penetration Gain market share, deal Defend market share, profit Stay profitable Inform, educate Stress competitive differences Reminder oriented Minimal promotion Limited More outlets Maximum outlets Fewer outlets Marketing Objective Gain Awareness Stress Differentiation Maintain Brand Loyalty Harvesting, Deletion Introduction Growth Maturity Decline What Do We Need To Do Product Strategy
- 59. Product Attributes: Target Audience: • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • Ipso lorum • Ipso lorum • Ipso lorum • • Ipso lorum • Ipso lorum • Ipso lorum Product Benefits: Product Profile • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Product Name: • This is a placeholder text. Replace this text with your own information. What Do We Need To Do Product Strategy
- 60. What Do We Need To Do Product Strategy Ansoff Matrix Maintain Penetrate Market Development Market Diversification ExistingMarketNewMarket Markets Existing Product New Product Products • This is a placeholde r text. Replace this text with your own informatio n. This text demonstra tes how your text will look like. Type your text here, this is only a placeholde r.
- 61. What Do We Need To Do Product Strategy BCG Matrix Stars Question Marks Cash Cows Dogs MarketGrowthRate Relative Market Share L H L H • This is a placeholde r text. Replace this text with your own informatio n. This text demonstra tes how your text will look like. Type your text here, this is only a placeholde r.
- 62. What Do We Need To Do Sales Strategy Customer Life Cycle Opportunity: Conversion Pipeline Lead Generation Lead Qualification Awareness Interest Hand-offHand-off - Activity D1 -Activity D2 - Activity A1 - Activity A2 - Activity B1 - Activity B2 - Activity B3 A B E A B D Suspect Prospect - Activity C1 C C Marketing Customer Purchase Advocacy - Activity E1 -Activity E2E Function A Marketing Function B Marketing Function C Sales/ Marketing
- 63. What Do We Need To Do Sales Strategy Cost To Serve • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Customer A Customer B Customer C Topline Sales $x MM Retention Cost $x MM Retention Cost $x MM Retention Cost $x MM Topline Sales $x MM Topline Sales $x MM
- 64. How Are We Going To Get There Business Objectives Business Goals
- 65. How Are We Going To Get There Brand Strategy Goto Market Plan
- 66. Brand Strategy Brand Vision Brand Mission Brand Objectives Brand Values Brand Promise Future desired state of the Brand. How will the brand vision be achieved. Specific brand objectives that define the measurable milestones that will be achieved over a defined period of time. Benchmarks to measure “on-brand” behaviour and performance. Simple and specific value that the Customer receives. Establishes the relationship between the brand and the user. Establishes a promise and an expectation. How Are We Going To Get There Brand Strategy
- 67. Brand Positioning Brand Strategy Brand Essence Brand Vision Brand Mission Brand Objectives Brand Values Brand Promise Brand Positioning Personality Tone & Manner Brand Positioning is the soul of the brand and what sets it apart from competition. Personality, Tone and Manner define how the brand comes to life in all expressions and experiences. How Are We Going To Get There Brand Strategy
- 68. Brand Essence Brand Positioning Personality Tone & Manner Distinct positioning that sets you apart from others. Answers the questions (what are we providing? Who are we providing it to? What are he main benefits? Why is it better than the competition? What makes it unique and defendable in the marketplace?) The attribution of human personality traits that sets the brand apart from others. Descriptors that set the stage for style, messaging approach language of internal and external communications. Brand Essence How Are We Going To Get There Brand Strategy
- 69. Brand Identity Brand Identity Name Logo Tag Line Key Messages Benefits Brand Essence Brand Positioning Personality Tone & Manner How Are We Going To Get There Brand Strategy
- 70. Brand Hierarchy Value Proposition Corporate Strategy Brand Strategy Brand Essence Brand Identity Communications Product/Service Distribution How Are We Going To Get There Brand Strategy
- 71. Customer Motivations Resource Efficiency Finding improved ways to save time and materials within my system design Sustainability Providing products and building solutions that have a smaller environmental footprint. Innovation Using new solutions and products that provide better results than conventional methods. ReputationEnsuring that the products and solutions I provide create trusted relationships. Energy Efficiency Energy Efficiency - Identifying solutions that utilize less energy than conventional systems. How Are We Going To Get There Market Engagement Strategy
- 72. Customer Mapping • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. 60% 10% 30% Placeholder This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Persona Name Behaviour This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Persona Name Behaviour This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Persona Name Behaviious Placeholder This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Placeholder This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. How Are We Going To Get There Market Engagement Plan
- 73. Activity Cycle • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. Renovation Activity Cycle (Design) Inspiration&ChoiceSelection CustomerRelationship Need Planning Shortlist Building Enjoyment Buying Print Tradeshow Brochure Social How Are We Going To Get There Market Engagement Plan
- 74. Lead Nurturing Protocol How Are We Going To Get There Market Engagement Plan Awareness Engagement Conversion Advocacy
- 75. Advertising Framework How Are We Going To Get There Market Engagement Plan Sales Model Persuasion Model Salience Model Involvement Model Sales Model: This framework, oriented mainly to direct response work, is based on the premise that the level of sales is the only factor that is worth considering when measuring the effectiveness of an advertising campaign. This view holds that all advertising activities are aimed ultimately at shifting product – generating sales. Advertising is considered to have a short-term direct impact on sales. Persuasion Model: The second framework assumes advertising to work rationally, because messages are capable of being persuasive. Persuasion is effected by gradually moving buyers through certain sequential steps. These hierarchy of effects models assume that buyer decision-making is rational and can be accurately predicted. Involvement Model: Involvement-based advertisements work by drawing members of the target audience into the advertisement and eliciting a largely emotional response. Involvement with the product develops as a consequence of involvement with the advertisement Salience Model: This interpretation is based upon the premise that advertising works by standing out, by being different from all other advertisements in the product class . The launch of Radion, a soap powder that used the twin propositions of cleaning and removing odours, was remarkable because of its ability to ‘shout’ at the audience through the use of lurid colours and striking presentations. Source: Edinburgh Business School – Principles of Retailing.
- 76. Media Plan How Are We Going To Get There Market Engagement Plan Pub A Target Audience A Issues - Pub B Target Audience B Issues - Pub C Target Audience A-C Issues - Pub D Target Audience A,C Issues - Pub E Target Audience B Issues - # issues, # of Impressions Insert pic of magazine Target Audience A (Impressions) - # Target Audience B (Impressions) - # Target Audience C (Impressions) - # Period:
- 77. Public Relations Bought Owned Earned • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. How Are We Going To Get There Market Engagement Plan
- 78. Market Gameplans Gameplans are tactical sales excution plans that align all activities to business objectives. They outline all short term activities (3-6 months) so that organizational resources can rally behind market requriements. How Are We Going To Get There Market Engagement Plan Program Program Description Product/Service Family Duration Alignment Forecasted cost Forecasted Sales *Prioritization *-see prioritization matrix (slide 81)
- 79. Engagement programs are programs that leverage a key member of our value-chain to acceptance of offering and facilitate sell thru of solutions. How Are We Going To Get There Market Engagement Plan Value-Chain Engagement Programs There can be multiple phases to Value-chain Engagement Program. The Goal is to ensure each phase is executed effectively to drive behaviour and stimulate sales. Value-Chain Engagement Value-Chain Staff Engagement Sales Competition End-user Engagement
- 80. Experiential Marketing Plan • This is a placeholder text. Replace this text with your own information. This text demonstrates how your text will look like. Type your text here, this is only a placeholder. How Are We Going To Get There Market Engagement Plan Date(s) Time Event City, State Desired Outcome Audience Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information Ipso lorum All day Ipso lorum Ipso lorum This is a placeholder text. Replace this text with your own information This is a placeholder text. Replace this text with your own information
- 81. How Are We Going To Get There Market Engagement Plan Prioritization Matrix Home Run El Dorado Milk Run Red Herring ImpactonGrowth Level of Effort L H L H • This is a placeholde r text. Replace this text with your own informatio n. This text demonstra tes how your text will look like. Type your text here, this is only a placeholde r.
- 82. How Are We Going To Get There Market Engagement Plan Action Plan Task Desired Outcome Responsibility Deadline Priority Ipso lorum Ipso lorum Ipso lorum Ipso lorum Ipso lorum
- 83. Honeycomb Organization Programs Feature Product/ Service Media Case Studies PR Plan Tradeshows How Are We Going To Get There Market Engagement Plan
- 84. Integrated Planning - Storyscaping How Are We Going To Get There Market Engagement Plan Customer Experiences
Editor's Notes
- This is how progressive organizations need to think and structure their resources. It is the most effective way to manage current and future market opportunities…
- There are a variety of methodologies that can be leveraged to drive change acceleration. The most effective way to drive change is embrace the one that meets the needs and current state of the business culture and integrate and leverage to drive consistency. It is also important to understand where your business needs to be and build your business processes and methodologies to grow and evolve with your business culture.
- Here is a sample business plan that can be used to drive change or begin a new journey. This is a living plan that needs to adapt as you learn and refine thinking.
- This is the Canadian Marketing Association’s approach to brand hierarchy with some modifications on what elements of a goto market strategy needs to be considered.
- An organization literally is a group of people working towards a common goal/purpose. If the leadership cannot articulate the goals or objectives of the organization its resources may become confused and misdirected, this may result in poor outcomes and market failure. A successful culture is one in which everyone knows the overarching goals and vision and the part they play in achieving success.
- In order to know where we are going it’s important to recognize where we have been. This quick analysis provides insights on high-level trends and business operating objectives.
- An organization whether it is hierarchical, flat or matrixed it’s important for everyone to know segregation of role/responsibility and how the functions will work together to avoid fiefdoms being created along with beauraucracy.
- Market analysis begins with proper environmental scanning and the SWOT tool is an effective tool that allows team to self reflect before looking outside at the marketplace.
- The environmental scan continues with macro and micro market insights on what is the business environment the organization needs to perform within.
- It is very important for organizations to understand their market share and in order to do this market potential with required. This can be viewed with two lenses the current market today and the market today plus any adjacent or new markets that have not been pursued. It is a good exercise to involve the Business Development, Sales and Marketing teams and will clarify for everyone what we are today and what we can become tomorrow.
- In B2B markets you have very complex value-chains meaning the channel partners that assist organizations get their products and/or services to market. This needs to be done my market sector which may differ greatly and allow teams to begin to understand the various audiences they need to engage and the influence strategy that needs to be built in order to have long-term sustainable success.
- A detailed competitive assessment by market is important to provide a baseline of the organization’s market share.
- Perceptual mapping provides insights on how the organizations products aligns with competitors in the marketplace on the dimensions of price and features.
- Perceptual mapping provides insights on how the organizations services aligns with competitors in the marketplace on the dimensions of price and features.
- The organizations organizational strategy aligns with the organizations brand strategy. Because the company’s brand is it’s story and ultimately promise to the marketplace and it’s partners.
- The Brand strategy then is drilled down to the essence which is what will be communicated to your various audiences.
- The Brand identity is where the rubber meets the road. This are the identifiable elements that the market will associate with your organization and it’s story and promise.
- Here is how everything is interrelated and should ensure a consistent and succinct approach to branding. The entire structure was provided by the CMA as part of their integrated branding course.
- Customer mapping allows you to create psychographic profiles for buyers under your customer segments. This ensures that you are sensitive to all members within the segment and understand not only how to engage, but maybe in some instances understand the buyers you may want your team to avoid.
- So now that you have your story you must ensure that it stays relevant to your key audiences. This can be done by crating an engagement strategy that outlines Customer motiviations because ensuring you meet their motivations to create mutually beneficial relationships is the only sure fire way to move Customers from prospects to partners.
- Understandin an organizations value-chain is paramount to success in engaging partners. It helps clarify what stakeholders influence others when building your goto market strategies.
- This tool allows you to reflect on how your key Customers make their purchase decisions, then asks the question, do your tools and tactics help facilitate that decision?
- Your public relations strategy needs to segregate activities under the key areas which your results are created and by whom and what organizational assets.
- Every organization has events or market activities they coordinate in order to allow their market to experience the brand and it’s promise. It’s important to capture all these activities and ensure that the message and experience are aligning to the organizational charter.
- Market segmentation is not an easy task, but it doesn’t have to be daunting either. It begins with understanding that your business needs to be viewed under a variety of diffferent lenses. These lenese allow you to uncover busienss strengths, opportunities and weaknesses, and align them to market tactics.
- The Ansoff matrix allows an organization to understand how s serves its markets and products. The tool can also be viewed at a Customer level by replacing the market axis with “Customer”
- Understnding your product/service portfolio and how each offering contributes to the business is important in your management decision making and goto market plans, some organizations that sell solutions will find that while some offerings are dogs they may be necessary as the contribute to the makret penetration of another offering.
- Kano Analysis takes your product and service offering an allows you to understand whether or not it has the right elements which the market perceives as value-added.
- It is very important to have a product heirarchy, many organizations have a variety of offerings, but no real understanding of how they align and how these can be pulled together under a cohesive campaign or program for Customer engagement.
- The Customer experience is made up of all the ways in which you, your organization and your partners interact with each other and the marketplace. It is unique to each individual but can be consistent in terms of essence.