This document outlines a methodology for conducting competitive and comparative analyses of brands across the digital ecosystem. It involves mapping customer journeys, identifying relevant competitors and comparators, exploring brands' digital presences, and analyzing them according to areas of inquiry like findability, experience consistency, and social engagement. Sample deliverables include scorecards and insights into how brands communicate their identities. The methodology aims to provide strategic context and opportunities by considering brands from multiple angles.

1. the comparative context
JOURNEYS ACROSS THE
DIGITAL ECOSYSTEM
Michelle S Berryman, FIDSA
mberryman@thinkinc.com
@MicBerryman
30 August 2012

2. 2
AGENDA FOR TODAY
Setting the Stage
Defining the Customer Journey
Identifying Competitors & Comparators
Exploring the Digital Ecosystem
Telling the Story
Drawing Conclusions

3. 3
setting
THE STAGE

4. 4
a few
YEARS AGO...

5. 5
We were working for a consumer
electronics company.
They made a lot of products.
Some of them competed with this.

6. • Through their website
• Through online retailers such as
Amazon.com, Buy.com,
Newegg.com, etc.
• Through online channels for
traditional retail outlets such as
Best Buy, Costco, Target, etc.
• Through online channels for
wireless carriers (in some cases)
Their products
were sold online
• Traditional retailers and
wireless carriers
• They had no physical retail
presence of their own
6
And in brick & mortar
retail outlets

7. They hired us to
provide insight into
how they could deliver
a better web experience
for their customers.
7

8. Independent of this
assignment, we had
some ideas and a
general philosophy that
guided our thinking —
and still does.
8

9. We believe a website
doesn’t just compete with
other websites in its
category.
9

10. It competes with Nike+,
Amazon, Skype, Mint,
CNN and 100,000 other
sites, social channels,
apps and digital moments.
10

11. We thought about this,
and sketched out the
genesis of a new
methodology.
11

12. the original idea:
MAP THE JOURNEY TO THE NEED.
COMPARE ACROSS COMPANIES.
MEASURE THE EXPERIENCE.
IDENTIFY OPPORTUNITIES.
12

13. 13
defining the
CUSTOMER JOURNEY

14. I have a need.
I’ve found
a solution.
14
this is our mental model
SIMPLE, CLEAN & DIRECT
A
B

15. A
B
this is reality
SO MANY CHOICES & DISTRACTIONS

16. I have a need
for a product
or service.
I’ve found a
solution that
matches my needs.
I buy it.
I use it.
How do I . . . ?
Can I . . . ?
I want to . . .
I need to . . .
I need to replace it.
I want another
one.
Should I buy the
same one again?
Is there a newer
one?
Should I buy a
different brand?
Are there reasons
to interact with the
brand on an on-
going basis?
What is the brand
doing to maintain
my awareness
level?
How is the brand
building passion or
loyalty with me?
16
the journey doesn’t end at the solution
WE CREATE A RELATIONSHIP WITH THE BRAND
Consideration Transact Use Expand Phase Agnostic

17. Digital Channel Usage:
• To what extent are digital
channels leveraged (e.g.
website, social media,
partnerships, content
syndication)?
Experience Consistency:
• How consistent is the
experience across digital
channels?
• How integrated/aligned is
the brand throughout the
experience
Social/Community:
• Are there ways to interact
with the brand on social
platforms?
• How are social/community
interactions handled?
• Are they integrated with
accepted platforms?
Differential Treatment:
• To what extent are
customers differentially
treated?
Consideration Transact Use Expand Phase Agnostic
basic methodology
GO DEEP & GO BROAD
Findability:
• Once a user establishes
a need, how easily can
the company be found
within the competitive
landscape?
Acclimation:
• How is the company
acclimating prospects
(features and
experiences)?
Product Positioning:
• How are offerings
positioned/leveraged?
• How are offerings
presented alone and
integrated together?
• Are offerings shown in a
comparative context
with competitive
offerings?
Monetization:
• What are the paths to
monetization and how
are they presented (e.g.
click to chat, trial offer,
buy, etc.)?
• What can be purchased
online and how?
Usage:
• How does the company
help customers
maximize their
experience?
• Are training or
educational services
offered?
Support:
• How is support and
customer service
positioned?
• What primary support
interactions are
offered?
Engagement:
• Are there relationship-
based efforts to keep
customers loyal
between purchases?
• Is there a compelling
reason to interact with
the company on an
ongoing basis between
purchases/transactions?

18. 18
identifying
COMPETITORS &
COMPARATORS

19. our “client”
JIMMY CHOO

20. identifying competitors
THIS PART IS EASY
Clients generally have a pretty good
idea about their competitive set.
It’s our job to look beyond their list to
find those companies from which a
client can learn.
And we need to apply both macro and
micro lenses.
20

21. Christian Louboutin
Luxury women’s footwear. Signature
red lacquered soles. Luxury Institute’s
“Most Prestigious Women’s Shoes”
2007, 2008 & 2009
Manolo Blahnik
Luxury women’s footwear since 1972.
Blahnik stilettos have become symbols
of pure classical style for the 21st
century. Famously worn by “Sex and
the City” character, Carrie Bradshaw.
PRADA
Italian fashion label specializing in
luxury goods for men and women
since 1913. The brand became a
premium status symbol in the 1990s.
Christian Dior
One of the world’s top fashion houses
and largest luxury groups. Owns Louis
Vuitton. Founded in 1946. Marlene
Dietrich wore Dior. New .com site
launched in 2011.
Brian Atwood
Couture fashion designer known for
thigh-high boots. “High chic. High
drama. High heels.” (.com is in
development)
Shanghai Tang
China’s only luxury brand. Style is
inspired by traditional Han Chinese
clothing of the 1920s and 30s
modernized for the 21st century. No
shoes — yet! Compete in handbags
and accessories.
21
jimmy choo competitors
SIMILAR PRODUCTS AT SIMILAR PRICES

22. We look for brands that might:
• Have similar cache.
• Appeal to a kindred audience or market segment.
• Be in the same industry, but have a radically different business
model and/or target audience.
• Be aspirational.
• Have analogous history.
• Be faced with similar challenges.
22
comparator brands
THEY’RE MUCH HARDER TO DEFINE

23. Toms Shoes
Inexpensive, casual footwear based on
the Argentine alpargata design. The
opposite of haute couture. For every
pair of Toms Shoes purchased, Friends
of Toms, a non-profit affiliate, gives a
pair of new shoes to a child in need.
Virgin Atlantic Airways
Cool, sexy and glamourous. Harkens
back to a bygone era of travel with
perfectly primped flight attendants.
The biggest fully flat bed, an in-flight
bar, and London terminals equipped
with salons to help you get properly
coiffed before or after a flight.
W Hotels
Starwood's luxury boutique hotel
brand. Marketed towards a younger
crowd. Spare, minimalist modern
decor and hip, informal names such as
the "Living Room" for the lobby.
Concierge service is called “Whatever,
Whenever.”
Vertu
Manufacturer of luxury mobile phones.
Prices range from $5,500 to
$330,000+. The screens are made of
ultra-thin sapphire crystal that takes
fifteen days to create. Every key is
individually ground and cut from
sapphire. Known for exquisite
attention to detail.
23
jimmy choo comparators
UNIQUELY DIFFERENT BUT RELEVANT

24. 24
exploring the
DIGITAL ECOSYSTEM

25. Listen to what your client tells you about their
industry, business and competition — but don’t
draw conclusions.
Dismiss previous assumptions.
Suspend belief.
Probe for as much information as possible — from
the client and the digital ecosystem.
Let the evidence guide you.
25
you’re a scientist
UNCOVER THE FACTS

26. Always work with a partner.
Take copious notes.
Screen cap EVERYTHING.
Engage in detailed reviews with your partner.
Reference the Areas of Inquiry and the Customer
Journey often.
Score each brand against each Area of Inquiry.
26
you’re a scientist
BE METHODICAL IN YOUR APPROACH

27. Explore the brand.
• At a high level, get a sense for the brand.
• Learn about the breadth and depth of their offerings.
• Understand the digital brand presence.
• Engage with the brand in as many channels and forums as
possible.
• Audit the digital ecosystem for tone, voice and intent.
27
click & capture
GO EVERYWHERE & FOLLOW EVERY LINK

28. 28
Pick a product or service.
• Learn about it.
• Try to buy it.
• Use it like the target audience does.
• Try to get it serviced or repaired.
• Find the manual.
• Find user forums.
• Find support forums and online communities.
• Engage with users.
click & capture
GO EVERYWHERE & FOLLOW EVERY LINK

29. 29
click & capture
LEAVE THE .COM

30. 30
click & capture
COLLECT. ANALYZE. UNDERSTAND.

31. Look again — literally. Do a visual scan of your
screen caps.
Discuss your findings.
Revisit the online channels as necessary to validate
and verify your findings and your hypotheses.
31
prepare to be surprised
BRANDS TELL UNEXPECTED STORIES

32. Revisit the areas of inquiry and the stages of the
customer journey AGAIN.
Was your client right?
• About their own digital ecosystem?
• About their competition?
What did you learn?
32
prepare to be surprised
BRANDS TELL UNEXPECTED STORIES

33. 34
telling
THE STORY

34. 34
initial perceptions
DESCRIBE THESE BRANDS

35. listen to the brand
JIMMY CHOO CROWD SOURCES STYLE

36. 36
listen to the brand
TOMS IS A MOVEMENT FOR GLOBAL GOOD

37. JIMMY CHOO
Growing social engagement with
participatory contests and crowd-
sourced photos.
Aspirational brand with a strong fan
base.
Clear desire for engagement from
customers and fans.
Choo 24:7 mixes elite fashion with
aspiring fashionistas.
37
high-level analysis
SHOW US YOUR SHOES
TOMS
Massive social engagement.
Customers *love* the brand.
Wearing TOMS is a statement about
giving and caring.
Makes consumerism feel good.

38. With 1.2 million fans on Facebook and 99,000
followers on Twitter, Jimmy Choo has a large
interested and socially active fan base.
Engage in more two-way dialogue.
Respond to fans.
Create opportunities for fans to “live chat” with
designers and fashion critics via Facebook forums
or similar.
38
recommendation
CREATE TWO-WAY DIALOGUE*
*Based on a very high-level and rapid ecosystem scan performed specifically for this presentation.
No review of competitor sites was performed.

39. Is this what you
expected from Jimmy
Choo or TOMS?
40

40. 40
initial perceptions
DESCRIBE THESE BRANDS

41. 41
listen to the brand
APPLE IS FRIENDLY, CONFIDENT & ASSURING

42. 42
listen to the brand
IBM INSPIRES CHANGE

43. 43
listen to the brand
CISCO IS SOCIAL, APPROACHABLE & HUMAN

44. listen to the brand
SKYPE IS AN EDUCATION JUGGERNAUT

45. Is this what you expected
from each brand?
46

46. Findability
(How easily can the company be found in the competitive
landscape?)
Acclimation
(What is the company doing to acclimate
prospects - features and experiences).
Product Positioning
(How are products/offers defined and differentiated
in the market?)
Monetization
(What can be purchased online and how? What are the
paths to monetization?)
Usage and guidance
(How does the company shepherd users through
the purchase/application/registration process)
Support Content & Availability
(is the content available, contextual and appropriate?
Does the site provide multiple ways to get help?)
Engagement
(Site engagement and interaction nuance as well as
communication style along multiple touch-points)
Digital Channel
(To what extent are digital channels leveraged - e.g.
websites, social media, partnerships, content syndication?)
Experience Consistency
(Is there consistency between messaging,
graphics, etc?)
Social & Community
(Does the site support a community or sharing of
information? Can users engage on social platforms?)
Differential Treatment
(Are each user type segmented within the experience?
Is the experience tailored to differentiated users?)
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Score:
Low 0 1 2 3 4 High
Competitive Analysis:
Assessment of the strengths and weaknesses of current and
potential competitors, to provide both strategic context and
to identify opportunities.
Comparative Analysis:
Assessment of the strengths and weaknesses of comparable
alternatives, processes, products, sets of data, or systems, to
provide both strategic context and to identify opportunities.
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Areas of Inquiry Client
Competitor Brands Comparator Brands
Brand
“A”
Brand
“B”
Brand
“C”
Brand
“D”
Brand
“E”
Brand
“F”
Brand
“G”
Brand
“H”
sample deliverable
COMPETITIVE & COMPARATIVE SCORECARD

47. 47
sample deliverables
DETAILS, ANALYSIS & PRESENTATION

48. 49
drawing
CONCLUSIONS

49. Methodology explores the “why”
and “how” of customer behavior
and experience, as well as the
“what,” “where” and “when”
Properly applied, the
methodology should be very
systematic, repeatable and
guided by the areas of inquiry
Balanced approach that serves marketing, business
and IT groups simultaneously.
Outcomes represent a snapshot in time, but are
based on definitive evidence.
Hypotheses are validated through quantifiable
metrics — particularly with regards to community
and social engagement.
49
qualitative
PERCEPTION-BASED
quantitative
EVIDENCE-BASED

50. The competitive/comparative assessment is often
performed in conjunction with another proprietary
methodology called Flow Score.
Attraction – How are visitors reaching the site?
Attention – How do visitors interact with the site?
Appeal – How do visitors react to the site within social media?
Benefit – How does the site affect a visitor’s opinion of the company?
Impact – How does the site drive visitors to complete desired actions?
50
yin and yang
BUILDING A BIGGER TOOLBOX

51. 51
yin and yang
SIMILAR PROCESS, DIFFERENT LENS

52. We use the competitive/comparative methodology
to gain insights and to inspire our team - as well as
our clients.
We expect to be amazed when we start a new
project.
We know clients will be astounded by the
outcomes.
52
insight & inspiration
IT’S A TWO-FOR-ONE, GUARANTEED

53. “I had no idea we were competing against [brand].”
“I’m amazed at the social presence of [brand]. We’re
nowhere near that.”
“Thank you. I can use this information to make sure
this project is properly funded.”
“I wouldn’t have thought to use Facebook as a
platform for support and continuing education for
our customers.”
“Fascinating.”
53
inspiration abounds
EVERY JOURNEY IS A LEARNING EXPERIENCE

54. Thank you.
mberryman@thinkinc.com
@MicBerryman