A free and in-depth planner for your social media strategy in 2020
Establish Goals
Social Media Audit
Establish Your Target Audience
Competitive Analysis
Establish Brand Voice & Tone
Build Your Social Media Content Strategy
Social Media Marketing Measurement
A free and in-depth planner for your social media strategy in 2020
Establish Goals
Social Media Audit
Establish Your Target Audience
Competitive Analysis
Establish Brand Voice & Tone
Build Your Social Media Content Strategy
Social Media Marketing Measurement
Team Samrat Multiventure was established in 2016 with the main objective to serve their services for Training and Development, Travel & Tourism, Website Development and Digital Marketing. Team Samrat Multiventure is one of the fastest growing ventures in the field of service provider activities. We have a dedicated team of young and energetic individuals who put their heart, soul and mind in their respective fields. Our expert team and excellent work ethics has helped us in becoming favorite of our valuable clients.
Digital Marketing Plan For Real Estate.
Running a business is hard with lots of moving parts, Technologies and demands on your time. One important task is marketing, especially digital marketing For Branding & Lead generation. Mostly business's & clients require only two things from the digital marketing-Brand awareness & Business Leads.
Social Media Marketing Plan for PresentationsEthos3
A simple 3-phase social media marketing plan to promote your presentation before, during and after you present. Increase your impact with this simple process.
Investigative Intelligence- Chapter 7 Lecture NotesWHO ARE DEC.docxLaticiaGrissomzz
Investigative Intelligence- Chapter 7 Lecture Notes
WHO ARE DECISION‐MAKERS?
•
POP has been pivotal in advancing the notion that not all crime solutions come from the police. There are a range of other decision‐makers in the criminal justice system, and beyond.
a. Front‐line officers
•
The traditional target for tactical analysis and intelligence products.
•
Unclear whether front‐line officers are decision‐makers in terms of the 3i model, because there is often a lack of accountability and they can be easily drawn away by emergency and other radio calls.
•
Yet, analysts need to maintain a relationship with patrol officers because they are often a source of quality information.
•
‘Tactical intelligence’ can too often deteriorate into case support.
b. Police leadership
•
Police leadership are often decision‐makers, but often uninformed as to the latest research on what works and what doesn’t in crime prevention and reduction.
•
Much police leadership training assumes that officers know how to reduce crime, but the evidence suggests otherwise.
•
This may explain why so many policing strategies are traditional, saturation patrol type affairs.
c. Non‐law enforcement
•
Regulatory agencies have the added advantage of drawing on regulation and compliance‐based processes that go beyond simple prosecution.
•
Part of the nodal governance idea, whereby police are supplemented by government and the private sector that can provide additional security services.
d. The general public
•
The main target for dissemination with community policing
•
Intelligence‐led policing and POP take a similar view: Communities are suitable decision‐makers where they can help, but are not essential decision‐makers for every problem.
•
Little research evidence suggests that greater dissemination to the public has an impact on crime.
•
Security networks
•
Additional agencies that are now often incorporated into security networks include Customs and border control, Immigration authorities, Defense agencies, and national security bodies.
•
1998 Crime and Disorder Act (UK) made multiagency crime prevention initiatives a statutory requirement
•
GMAC PBM is a good example.
UNDERSTANDING THE CLIENT’S ENVIRONMENT
•
When client’s don’t understand the demands of good analysis, they tend to be unforgiving in respect of the time and effort required for good products. As a result, they create a pressure that can cause poor products.
•
Other agencies – media, politicians and so on – have their own agenda and try to push decision‐makers to act in their interests.
•
The key is the crime intelligence product is likely to be the only objective voice that decision‐maker’s hear.
a. Working with the audience
•
.
Compliance Metrics: Moving from Best Practice to Standard PracticeConvercent
Measuring compliance program effectiveness is not only a top trend for 2016 but is front-of-mind for senior executives.
With staggering numbers reported around insufficient staffing for compliance teams and the increase of regulatory scrutiny, it’s time for compliance officers and practitioners to be able to step up to the plate using persuasion tactics that help increase influence across the organization through implementation of an effective decision-making process.
Team Samrat Multiventure was established in 2016 with the main objective to serve their services for Training and Development, Travel & Tourism, Website Development and Digital Marketing. Team Samrat Multiventure is one of the fastest growing ventures in the field of service provider activities. We have a dedicated team of young and energetic individuals who put their heart, soul and mind in their respective fields. Our expert team and excellent work ethics has helped us in becoming favorite of our valuable clients.
Digital Marketing Plan For Real Estate.
Running a business is hard with lots of moving parts, Technologies and demands on your time. One important task is marketing, especially digital marketing For Branding & Lead generation. Mostly business's & clients require only two things from the digital marketing-Brand awareness & Business Leads.
Social Media Marketing Plan for PresentationsEthos3
A simple 3-phase social media marketing plan to promote your presentation before, during and after you present. Increase your impact with this simple process.
Investigative Intelligence- Chapter 7 Lecture NotesWHO ARE DEC.docxLaticiaGrissomzz
Investigative Intelligence- Chapter 7 Lecture Notes
WHO ARE DECISION‐MAKERS?
•
POP has been pivotal in advancing the notion that not all crime solutions come from the police. There are a range of other decision‐makers in the criminal justice system, and beyond.
a. Front‐line officers
•
The traditional target for tactical analysis and intelligence products.
•
Unclear whether front‐line officers are decision‐makers in terms of the 3i model, because there is often a lack of accountability and they can be easily drawn away by emergency and other radio calls.
•
Yet, analysts need to maintain a relationship with patrol officers because they are often a source of quality information.
•
‘Tactical intelligence’ can too often deteriorate into case support.
b. Police leadership
•
Police leadership are often decision‐makers, but often uninformed as to the latest research on what works and what doesn’t in crime prevention and reduction.
•
Much police leadership training assumes that officers know how to reduce crime, but the evidence suggests otherwise.
•
This may explain why so many policing strategies are traditional, saturation patrol type affairs.
c. Non‐law enforcement
•
Regulatory agencies have the added advantage of drawing on regulation and compliance‐based processes that go beyond simple prosecution.
•
Part of the nodal governance idea, whereby police are supplemented by government and the private sector that can provide additional security services.
d. The general public
•
The main target for dissemination with community policing
•
Intelligence‐led policing and POP take a similar view: Communities are suitable decision‐makers where they can help, but are not essential decision‐makers for every problem.
•
Little research evidence suggests that greater dissemination to the public has an impact on crime.
•
Security networks
•
Additional agencies that are now often incorporated into security networks include Customs and border control, Immigration authorities, Defense agencies, and national security bodies.
•
1998 Crime and Disorder Act (UK) made multiagency crime prevention initiatives a statutory requirement
•
GMAC PBM is a good example.
UNDERSTANDING THE CLIENT’S ENVIRONMENT
•
When client’s don’t understand the demands of good analysis, they tend to be unforgiving in respect of the time and effort required for good products. As a result, they create a pressure that can cause poor products.
•
Other agencies – media, politicians and so on – have their own agenda and try to push decision‐makers to act in their interests.
•
The key is the crime intelligence product is likely to be the only objective voice that decision‐maker’s hear.
a. Working with the audience
•
.
Compliance Metrics: Moving from Best Practice to Standard PracticeConvercent
Measuring compliance program effectiveness is not only a top trend for 2016 but is front-of-mind for senior executives.
With staggering numbers reported around insufficient staffing for compliance teams and the increase of regulatory scrutiny, it’s time for compliance officers and practitioners to be able to step up to the plate using persuasion tactics that help increase influence across the organization through implementation of an effective decision-making process.
OCASI - social media and technology use in settlement servicesMarco Campana
Our clients, volunteers and leaders are often among the most sophisticated users of technology. They have expectations about being able to communicate with us quickly and easily. How do we reach out to them with information in ways they can use? Your use of the internet should be connected to the work you do every day. What does this actually look like?
This interactive session will look at emerging trends and demonstrating best practices for online information & service provision.
Tips for Implementing a Whistleblower HotlineCase IQ
Shannon Walker, President of Whistleblower Security, shares tips for setting up a whistleblower hotline and answers some important questions and concerns often brought up when implementing and maintaining a whistleblower program.
To watch the entire webinar, visit: http://i-sight.com/webinar-how-to-set-up-a-whistleblower-hotline/
Investigative Intelligence- Chapter 5 Lecture Notes
AWASH WITH TERMINOLOGY
a. What is criminal intelligence?
•
There are various definitions for criminal intelligence and no agreed standard terminology
•
A common thread is that criminal intelligence is more than simply information
b. What is crime analysis?
•
Equally difficult to define, with various organizations promoting different definitions
•
Crime intelligence is a term designed to bring together crime analysis and criminal intelligence analysis
c. Data, information and knowledge?
•
The traditional role of the collator has been replaced by knowledge workers who do more than simple information storage
•
Old knowledge – criminal intelligence; New knowledge – crime analysis
•
‘information + analysis = intelligence’; fails to recognize the wide range of data and information sources that are of variable applicability and quality.
d. DIKI continuum
•
data–information–knowledge–intelligence
•
Data are the observations and measurements we can make about crime
•
Information is data with greater relevance and purpose
•
Knowledge is data and information with added context, meaning, and a particular interpretation
•
Intelligence‐ action part of the process. Knowledge products can generate understanding, but intelligence products are supposed to generate action
e. From knowledge to intelligence
•
For conversion of knowledge into actionable intelligence, analysts have to know their client’s environment and manage that relationship
LEVELS OF CRIME INTELLIGENCE
•
Tactical ‐ Support for front‐line areas, investigations and other operational areas in taking case‐specific action to achieve enforcement objectives
•
Operational ‐ Supporting area commanders and regional operational commanders in planning crime reduction activity and deploying resources to achieve operational objectives
•
Strategic ‐ Aiming to provide insight and understanding, and make a contribution to broad strategies, policies and resources
a. NIM levels
•
Level 1 – local
•
Level 2 – Regional
•
Level 3 ‐ National
b. Viewpoint: A practitioner’s perspective on the National Intelligence Model
CONCEPTUALIZING ANALYSIS
•
The intelligence cycle is nicely cyclical, but does not emphasize policing or the role of decision‐makers
•
Gill’s cybernetic model – a useful and instructive model but may be more academically relevant than operational?
•
SARA model – a relevant model that doesn’t specifically include decision makers but is action oriented with an evaluative component
a. NIM business model
•
Original model has distinct parallels with SARA.
•
New approach has a different definition of knowledge, with mo.
London data and digital masterclass for councillors slides 14-Feb-20LG Inform Plus
On 14th February 2020, the Local Government association ran a masterclass discussion day for councillors and elected members on data and digital transformation in local government. It took place in London. This is the slide set that was used to steer discussions
The Art & Science of Influence and Persuasion Webinar SlidesConvercent
How to gain influence in today's compliance landscape.
A recent survey found that 58% of chief compliance officers are not sufficiently integrated into corporate strategy.
This presentation, part of the Convercent webinar series, feauture speakers Kristy Grant-Hart, author of "How to Be a Wildly Effective Compliance Officer and Convercent's Director, Europe Keith Read discusses:
- The steps to take and questions to ask when making a decision
- Persuasion Theory: 5 Principles
- Increasing communication and raising awareness of compliance using compliance dashboards in your program
For a recording of the July 12 webinar, go here: https://www.convercent.com/lp/webinar-recording-persuasion-influence
Fostering an Ecosystem for Smartphone PrivacyJason Hong
An overview of our research group's work on smartphone privacy, looking at helping developers, helping app stores, and some research issues.
Presented Nov 2018 at Eller College of Management, at University of Arizona
Material for the 26 Oct 2015 lecture I held for Aalto University business students. The lecture focuses on the high level topics in analytics and Big Data that are either central to the subject or just highly visible in the media.
The main messages of the lecture are:
- The purpose of analytics and of the data analyst is to solve business problems
- Big Data brings over some very special traits to doing analytics that don't exist when working working with smaller datasets. Understanding these traits is a must for successful analytics.
- Deploying analytics is more dependent on humans than on technology
- Data and analytics are nowadays significant assets to many companies. Therefore they need their own strategy and need to be managed just like any other business critical assets.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
As the call for for skilled experts continues to develop, investing in quality education and education from a reputable https://www.safalta.com/online-digital-marketing/best-digital-marketing-institute-in-noida Digital advertising institute in Noida can lead to a a success career on this eve
Exploring the Top Digital Marketing Company in CanadaSolomo Media
Choosing Solomo Media as your digital marketing company in Canada can propel your business to new heights. With their expertise, innovative solutions, and client-centric approach, they are well-equipped to help you achieve your digital marketing goals. By focusing on strategic planning, leveraging cutting-edge tools, and delivering measurable results, Solomo Media proves to be a valuable partner in navigating the complex world of digital marketing.
Enhancing a Luxury Furniture E-commerce Store with Expert Shopify ManagementSunTec India
SunTec India's expertise in Shopify store management has been a game-changer for a luxury furniture e-commerce business. Through meticulous optimization of product listings, strategic SEO practices, and an enhanced user experience, this case study details the successful outcomes of their collaboration, including increased traffic, higher conversion rates, and stronger brand presence.
Read more- https://shorturl.at/yl3MU
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Trust Element Assessment: How Your Online Presence Affects Outbound Lead Gene...Martal Group
Learn how your business's online presence affects outbound lead generation and what you can do to improve it with a complimentary 13-Point Trust Element Assessment.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Google Ads Vs Social Media Ads-A comparative analysisakashrawdot
Explore the differences, advantages, and strategies of using Google Ads vs Social Media Ads for online advertising. This presentation will provide insights into how each platform operates, their unique features, and how they can be leveraged to achieve marketing goals.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
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5. Campaigns
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Elevate your trade show game with our comprehensive guide on creating an interactive booth that captures attention and drives engagement! In this presentation, Blue Atlas Marketing shares practical tips and creative strategies to transform your trade show presence. Learn how to use digital displays, interactive demos, and engaging activities to attract visitors and make lasting impressions. Whether you're a trade show veteran or a newcomer, these insights will help you stand out from the crowd and maximize your event success. Dive into our slides to discover how to turn your booth into a dynamic and interactive experience!
8. Planning for the creation,
delivery, and governance
of useful, usable content
CONTENT STRATEGY
A process for distributing content to
attract, acquire, and engage a clearly
defined audience – with the objective
of driving profitable action
CONTENT MARKETING
THE NEW MARKETING
CURRENCY
13. What are their questions, problems, frustrations, goals,
beliefs and interests?
How can we help them?
Two questions:
14. Those that do are 60% more effective.
Only 39% of companies have done this.
Source: Content Marketing Institute
Do you have a documented content strategy?
17. AUDIENCE
An inconvenient truth:
They don’t care about you. They care about themselves.
Their questions, problems, frustrations, goals, beliefs and interests
18. “Business buyers don’t ‘buy’ your product. They ‘buy into’
your approach to solving their problem.
- Jeff Ernst, Forrester
19. “Ninety percent of all corporate websites talk about how great
the company or product is and forget about the customer.”
- Joe Pulizzi
23. A U T O M A T E D L I C E N S E P L A T E R E A D E R U S E R
GOALS VALUES AND BELIEFS FRUSTRATIONS
STATS
EDUCATION: Criminal justice, law enforcement, four-year degrees
becoming increasingly common
JOB TITLES: Police officer, patrol officer, deputy, highway
patrolman, traffic enforcement task force
MAJOR RESPONSIBILITIES: Patrolling, responding to calls, writing
tickets, making arrests, paperwork, “catching the bad guys”
EXPERIENCE: 3-10 years
DIMENSIONS
EASE-OF-USE COST / BENEFIT
CONTACT SUPERVISING
W/CRIMINALS PROGRAM
STREET SMART
POLITICALLY
AWARE
OFFICER MARK O’BRIEN
“ALPR is a great tool that helps me do my job better — keeping guns, narcotics and fugitives off the street.”
Mark O’Brien always wanted to be a police officer, to keep his friends and neighbors safe and get criminals off the street. He spends the majority of his 12-hour shifts in the car patrolling and
responding to calls, which is physically and mentally demanding. Not every day is bad, but seeing the worst of people is draining. Today he stopped a number of vehicles for traffic violations,
secured the scene at a fire, and at the end of his shift, arrested a drunk driver, which required an extra three hours of processing and paperwork at the jail.
Officer O’Brien learned about ALPR from Sergeant Rodriguez, who saw its effectiveness at a vendor demo at the IACP conference. Rodriguez applied for and received a grant for the department’s
first ALPR system, but has since moved on to manage another agency’s ALPR program. Officer O’Brien has been piloting the system, working with the vendor rep to learn the software and optimize
the camera for accuracy. He’s used the system to recover stolen vehicles, serve warrants and tie a specific vehicle to a series of armed robberies over a three-month period — a connection that
wouldn’t have been possible without ALPR.
Officer O’Brien advocates for ALPR to his fellow officers — he reads exponentially more plates per shift and makes more arrests as a result — but hasn’t made any headway in securing additional
systems. He’s researched the technology online and believes new products are faster and more accurate, but hasn’t seen them in action. Leadership acknowledges ALPR successes, but is
concerned with negative sentiment around data privacy, and of course, the purchase price is hard to prioritize when there are budget cuts every year. Officer O’Brien has thought about applying for
another grant, but it’s a time consuming process and he doesn’t know where to start.
• Catch bad guys
• Protect myself, my partners and the community
• Be as efficient as possible — do more with less
• Rise through the ranks and avoid making a mistake by following
protocol at all times
• Demonstrate the effectiveness and value of ALPR to my superiors
and the public
• I want to do the right thing, even in complicated, stressful and
dangerous situations
• Law enforcement is a respectable career path that allows
me to have a positive impact on the community — I take the
responsibility very seriously
• I appreciate straight, honest communication and practical
solutions, not marketing or technical jargon
• ALPR is a great technology that helps me be more efficient and
effective on the street — it’s like an extra set of eyes
• My life is in danger every day — I need to be focused, follow
protocol and trust my fellow officers
• I have a lot of equipment systems to learn and use, and I’m not
terribly tech savvy — everything needs to be reliable and simple
• Public and political scrutiny about everything we do, including
ALPR — it helps us protect people, not spy on them!
• If decision makers understood ALPR and the help it provides in
solving all kinds of cases, they’d be more supportive
• No budget for ALPR, lack of influence, long purchase process
I D E N T I T Y M A N A G E M E N T U S E R
GOALS VALUES AND BELIEFS FRUSTRATIONS
STATS
EDUCATION: Criminal justice, law enforcement, criminology,
forensic science, chemistry, biology
JOB TITLES: Crime scene investigator, detective, forensic examiner,
forensic investigator
MAJOR RESPONSIBILITIES: Processing crime scenes, collecting
fingerprints, DNA and other evidence
EXPERIENCE: 2-8 years
DIMENSIONS
EASE-OF-USE COST / BENEFIT
CONTACT TECH
W/CRIMINALS SAVVY
STREET SMART
POLITICALLY
AWARE
CRIME SCENE INVESTIGATOR JACOBS
“Nothing beats a fingerprint for identifying a suspect. Who do these belong to?”
As a crime scene investigator, Jacobs does not spend his days interviewing witnesses or chasing suspects down dark alleys. He views himself as more of a scientist than superhero. The bulk
of his 12-hour shifts are spent processing crime scenes, often in the middle of the night, back at the lab or writing reports at his desk. Jacobs is called on to collect and catalog evidence as
efficiently as possible — but he must also be thorough (peoples lives depend on it). He collaborates with detectives and other officers to identify potential suspects. He also coordinates with various
specialists at the lab, analyzing evidence and preparing reports for use in trial.
The concept isn’t new, but fingerprint technology has come a long way in terms of speed, accuracy and integration with national databases. When you need to identify a suspect, there’s nothing as
absolute as a fingerprint. Jacobs and his teammates are energized by finding clues in partial prints that then lead to identifying suspects. Today’s equipment needs to be accurate and fast (proven
by independent test results), scalable, automated and flexible — able to integrate seamlessly with current and future databases.
Jacobs is not a decision maker, but he certainly has influence with his superiors, is not afraid to advocate for what he believes will help, and is likely to be promoted to a role with more authority
soon. He’s passionate about his craft and the technology that helps him be more effective. Whenever possible, he collaborates with coworkers and counterparts across the country, both online and
at conventions, discussing new technology and how it can be used to solve more crimes, faster, and with fewer errors.
Jailers, Corrections Officers: Value usability and effectiveness above all. In direct physical contact with violent criminals — no
time for issues with equipment, procedures or politics. IM products empower them to verify identity and process inmates as
quickly and safely as possible. Not tech savvy.
Patrol Officers: See the ALPR User profile for more info. Value usability and effectiveness above all. IM products empower them
to identify suspects quickly and accurately, keeping officers safe and putting the right criminals in jail. Not tech savvy.
• Identify the correct suspect, ensuring accuracy, eliminating errors
and solving crimes
• Gather the evidence and documentation needed for effective trial
• Speed up the process, reduce wait time, solve crimes faster
• Increase professional knowledge and skill, building a strong reputation
• I enjoy collaborating with teammates to solve the puzzle — the thrill
of the hunt
• I take pride in ensuring the right suspects are convicted, keeping
community safe
• Equipment and database must be accurate, fast and easy to use,
even with partial prints or imperfect images
• Naturally curious and potentially engaged with tech — much
improved over messy ink and mailing it in
• Stressful, increasing on-call and overtime demands, which can
contribute to errors
• Software or equipment usability issues that reduce productivity —
often exacerbated by inconsistent training and user inputs
• Hardware and software dictated by the state (approved vendor
lists, database compatibility)
• The “CSI Effect” — everyone expects complex crimes to be solved
in an hour
A G E N C Y L E A D E R
GOALS VALUES AND BELIEFS FRUSTRATIONS
STATS
JOB TITLES: Chief of police, sheriff, director, administrator,
commissioner
MAJOR RESPONSIBILITIES: Leading a team; managing the
budget; making decisions around policy, personnel and equipment;
addressing the concerns of relevant elected officials
EXPERIENCE: 20+ years
DIMENSIONS
EASE-OF-USE COST / BENEFIT
CONTACT SUPERVISING
W/CRIMINALS PROGRAM
STREET SMART
POLITICALLY
AWARE
CHIEF JOHNSON
“I’m an advocate for the department, the community and the city council, depending on the conversation.”
After 26 years on the force, Greg Johnson was appointed the next chief of police. The path here has been tough, but no previous role compares to the immense responsibility of being “chief.” It’s
been awhile since he’s made an arrest. As chief, he may spend the entire day in meetings with elected officials, community groups, members of the media and fellow law enforcement leaders. Of
course he also spends time out in the community, participating in associations like IACP, sharing advice with other chiefs and providing active leadership on high-profile cases.
Being chief is a juggling act — making hard calls to balance the budget, keeping elected officials happy and giving his people the tools they need to be safe and successful. Sometimes he feels as
much a politician as a policeman. To be an effective leader, he uses his past experience, recalling his days out on the streets, though he doesn’t spend as much time there as he used to.
Today he needs trusted lieutenants, captains and program managers to help keep him up to speed on challenges and opportunities regarding personnel, policy and equipment. He leans heavily on
these trusted teammates when it comes to making big decisions and investments. They often do the research to help him to understand the options, make the best decision and justify or seek
approval from the city council. He trusts those recommendations and champions them through all of the budgetary gatekeepers in order to provide the tools his agency needs to do its job well.
Sheriff: The Sheriff is an elected official and therefore very politically motivated,
but still likely a long-term law enforcement veteran, sharing many concerns and
motivations with the Chief. His jurisdiction is county based-rather than city; what
this means in practice varies wildly based on county (urban vs. rural, etc.).
Jail Administrator: The Jail Administrator has been promoted up through the
corrections system. He is very busy with the everyday workings of the jail,
including managing dangerous situations. He’s tough and doesn’t tolerate any BS.
He feels under-appreciated and as an afterthought when it comes to technology
and tools intended for use in jails. He answers to the parole board.
Forensics Director: The Forensic Director is well educated in criminology and is
tech savvy, always wishing for better tools for his team. He manages investigators,
but still likes to help on cases. His deep knowledge base and use of facts and
data helps convince elected officials about the importance of technology.
• Empower officers to be effective and safe
• Lower crime rates in the community
• Do the most good with the available budget
• Keep everyone happy to protect my career — department, public
and elected officials
• It’s my responsibility to advocate for my people and promote
department wins, but also discipline when needed — I set the tone
• I want to stay true to my “boots-on-the-ground” roots — nostalgia
for my street cop days
• I’m an experiential learner, most comfortable with traditional police
work but open to technology that helps meet our objectives
• Above all, I’m a public servant and believe that quality police work
makes the community a better place
• Juggling the concerns the department, public and elected officials
— compromise
• Making hard decisions about what gets cut from the budget
• Bureaucracy, politics and slow processes in the way of doing what
I believe is right
• Staying on top of trends in policy, processes and technology
necessary for true leadership
• The anxiety and risk of any potential scandal or bad PR
P R O G R A M M A N A G E R
GOALS VALUES AND BELIEFS FRUSTRATIONS
STATS
JOB TITLES: Program manager, sergeant, lieutenant
MAJOR RESPONSIBILITIES: Managing team and budget,
managing up to leadership, researching equipment and vendors,
troubleshooting issues
EXPERIENCE: 6-20 years
DIMENSIONS
EASE-OF-USE COST / BENEFIT
CONTACT SUPERVISING
W/CRIMINALS PROGRAM
STREET SMART
POLITICALLY
AWARE
MATT JONES, PROGRAM MANAGER
“If my people have everything they need to do their jobs, I’ve done mine.”
Matt made program manager because he’s driven, capable and efficient. He has field experience with technology and is knowledgeable about the benefits. He still feels most comfortable working
alongside his teammates, but now they look to him for leadership when it comes to troubleshooting issues with equipment, processes and agency policy. He’s becoming more comfortable meeting
with leadership to discuss project progress, successes and ongoing needs. Soon the confidence he feels in the field will extend into those conversations. He’s learning to choose his battles.
Matt is under constant pressure to get more out of the team. In the field, they need several new technology tools to work reliably, efficiently and effectively. Any downtime slows the team to a screeching
halt. When there are issues, Matt has the trusted account manager and customer service rep on speed-dial. He leverages online troubleshooting info, as well as advice he receives from other program
managers around the country. He knows better technology and service are expensive, but prioritizes effectiveness and ease-of-use to make his life, and the lives of his teammates, easier.
As part of his role, Matt is responsible for improving program effectiveness and efficiency. He makes changes where he can, makes proactive suggestions to leadership when appropriate, and at
times is tasked by leadership to research and recommend new technology and policies. He does most of his research by contacting his counterparts in other agencies, searching online, talking to
vendors and attending conferences. He wishes he made the decisions, but he’s excited to see his recommendations followed, when he can prove the ROI.
• Make sure the people on my team have what they need to be safe
and effective
• Increase overall program performance and efficiency in the field
• Promote program achievements so my team and I look good to
our superiors
• Keep the program budget balanced
• I’m passionate about my program — it’s a tremendous asset to the
agency and the community
• Hard work got me here, but it’ll take more than hard work to make
it to the next level
• I will always advocate for my team and do whatever I can to make
sure they have the best equipment and training available
• I’m also learning to focus on the larger picture — new equipment
and personnel are expensive, so I have to be sure the ROI is solid
before I sell it up to leadership
• I see my team’s frustrations first hand, but have limited power to
fix issues on my own
• We could be more effective with better technology tools, but
getting it approved takes too much time and energy
• I need leadership to advocate more for me and my team —
I wish I had more face time with them and public officials to
make our case
• Lack of time and conference-travel budget to learn about new
practices and technologies
E L E C T R O N I C M O N I T O R I N G U S E R
GOALS VALUES AND BELIEFS FRUSTRATIONS
STATS
EDUCATION: Sociology, psychology, social work, criminal justice
JOB TITLES: Parole officer, probation officer
MAJOR RESPONSIBILITIES: Setting up equipment, monitoring
offenders, interacting with offenders, reporting violations
EXPERIENCE: 1-10 years
DIMENSIONS
EASE-OF-USE COST / BENEFIT
CONTACT MANAGING
W/CRIMINALS PROGRAM
STREET SMART POLITICALLY
AWARE
KAREN THOMPSON, PAROLE OFFICER
“People deserve a second chance — but not at the expense of safety.”
Karen has a unique balance of toughness and compassion. Every day she works directly with people who’ve been convicted of crimes or are awaiting trial. She feels the weight of responsibility for
the safety of victims and the community, and also for the offenders she works to rehabilitate. Her days are busy and her phone rings day and night, particularly when offenders aren’t where they’re
supposed to be. She works hard under the belief that electronic monitoring is better for the community because, unlike incarceration, it saves money, It is also better for the offender because it
enables them to reintegrate into a productive life. But ultimately, offenders are responsible for their own actions.
Karen is responsible for 50-120 cases, leaving no time for equipment issues — it’s there to help her do her job. She’s not particularly tech savvy or mechanically inclined, so she needs the
software to be easy to use and the bracelets easy to put on. If she has an issue, she needs 24/7 support. False alarms in the middle of the night due to satellite changes, bad cell signals and
dead batteries are infuriating because it’s her phone that rings. Knowing she’s responsible for so many offenders in the community causes anxiety, but her strong belief in the value of reintegration
keeps her going.
Karen was not involved with the purchase of the current EM products, but she shares her thoughts, positive and especially negative, with her colleagues and superiors. She’d like to have more
influence but doesn’t know how. When Karen has time to research EM equipment, which isn’t often, she asks colleagues, searches online or attends vendor presentations. She’d like to go to
industry events, but the budget just isn’t there. She knows having the right equipment, policies and people in place are the only way to be successful.
• Keep victims and the community safe
• Make sure dozens of offenders are where they’re supposed to be
• Avoid any crime perpetrated by offenders in her program
• Help reform low-risk and juvenile offenders who want to
help themselves
• Cope with stress and anxiety – this job is 24/7/365 and feels
thankless at times
• An effective EM program is a tremendous asset to the
community — it saves money and helps rehabilitate offenders
• Rehabilitation is a worthwhile endeavor — juveniles and low-risk
offenders benefit from being home/in community vs. being
in prison
• No amount of monitoring will help offenders who don’t want
to change
• EM technology is a powerful tool that helps me do my job
• Overwhelming caseload — often 100 cases or more
• Calls in the middle of the night and signal issues due to equip-
ment limitations and imperfections
• Bad publicity, misconceptions and a lack of communication/
influence, especially with judges and city council, about how
EM can/should work, how it can help
• Lack of budget for education and conferences
• Current EM products aren’t perfect — lost signals, GPS satellite
changes, dated software, short battery life, little communication
with wearer, difficult installation
30. Know your
AUDIENCE
Develop a
KILLER POV
The convergence of your audience needs, and your
killer POV, is fertile ground for great content that will
motivate your audience into valuable action.
33. “It’s no longer about brand first. It’s about giving consumers
content that adds value to their lives.”
- David Beebe, Marriott
34. Content Personas
PROMOTER
Advertises and explains your products and
services. Answers specific questions about
features and benefits. Persuades
customers to make purchase decisions.
ADVOCATE
Enhances discovery and awareness.
Champions a larger idea in a way that
inspires people to engage. Elevates a
category by attracting followers.
TEACHER
Positions the brand as a thought leader.
Builds trust that our expertise is valuable.
Educates an audience in a way that is truly
useful and not focused on selling.
STORYTELLER
Connects with an audience in an emotional
way. Illuminates shared feelings and
beliefs. Focuses on changing a belief about
a particular thing.
RATIONALEMOTIVE
PURCHASEAWARENESS
35. TEACHER
PROMOTER
STORYTELLER
ADVOCATE
PURPOSE TOPICS FORMATS/PRODUCTION DISTRIBUTION CHANNEL INFORMATION SOURCES WORKFLOW/BUDGET
Customer Support
User guides, FAQs, Tips/Tricks, troubleshooting, product
bulletins, Ask An Expert
Best Practices
Advice on best practices from 3M SMEs for
leveraging technology to prevent and solve crimes
Grant Writing Support
Forms and instructions for seeking and securing
financial assistance from government bodies
Marketing Materials
Product brochures, demos, presentations, etc. that
promotes products and is used to directly sell
Promotions
Announcements on new and upgraded products,
advertising, launch campaigns, etc.
ROI Calculators
Tools to enable customers and prospects to build a
business case for investing in our technology
Quick Wins
Emotionally fueled stories showcasing a specific
crime that was prevented/solved using our products
Success Stories
Stories of LE&C agencies who have transformed their
organizations using our technology
Case Studies
In depth stories on LE&C agencies who have
transformed their organizations using our technology
3M LE&C eNewsletter
Email newsletter that packages our content and
distributes to subscribers — includes all content types
Category News Curation
Sharing relevant industry news, preferably including a
3M POV - need not include any 3M product mention
Written Articles - Electronic/Print
Written Articles - Electronic/Print
Written Instructions - Electronic
Forms/Templates - Electronic
Infographics - Electronic, Video
Sales Collateral - Electronic/Print
Various
Interactive tools - Electronic
Interactive Demos - Electronic
Articles with Photos - Electronic
Video
Written Articles - Electronic/Print
HTML Email
Written (republished) Articles - Electronic
3M Reps, Website, eNewsletter, Events
3M Reps, Website, eNewsletter,
Social Media, Events, PR Pitches
Website, 3M Reps, Events
3M Reps, Website, Sales App, Social
Media, Events
Various
3M Reps, Sales App, Website, Events
Website, Social Media, eNewsletter
3M Reps, Website, Social Media,
eNewsletter, Events, PR Pitches
Website, Social Media, eNewsletter,
Sales Reps, PR Pitches
Email
Website, Social Media
Key Opinion Leader Articles
Outside perspectives on policy and best practices for
leveraging technology to prevent and solve crimes
Written Articles - Electronic/Print 3M Reps, Website, eNewsletter, Events
First Responder Grants First Responder Grants, 3M Mkt Coordinates
User Group
Online and/or real-life forum for users and potential
users to share their experiences
3M Science. Applied to life.
Content sharing how 3M science contributes to the
effectiveness of our products, from 101 to advanced
3M Reps, Website, eNewsletter, Events
3M Reps, Website, eNewsletter,
Social Media, Events, PR Pitches
Online Forum, Events
Video, Articles with Photos
3M Engineers, Account Reps
3M Engineers, Account Reps, SMEs
Customers, SMEs
3M Engineers, SMEs
3M Marketers, SMEs
3M Marketers, SMEs
3M Marketers, SMEs
3M Marketers, Reps, Customers,
Local News Outlets
3M Marketers, Reps, Customers
3M Marketers, Reps, Customers
Key Opinion Leaders
Local and Industry News Outlets
Any/All Content Created Above
3M Mkt to Vet Topics, MK to Support
3M Mkt Coordinate, MK to Support
3M SMEs to Lead, 3M Mkt to Support
3M Mkt/MK to Vet Topics, Develop
3M Mkt to Gather Stories, Share
3M Mkt to Gather Stories, Share
3M Mkt to Gather Stories, MK to Develop
MK to Develop Based on Success Story Videos
3M Mkt/MK to Curate Content, MK to Develop
3M Mkt/SMEs to Coordinate, MK to Support
3M Mkt/MK to Develop
3M Mkt to Develop, MK to Support
3M Mkt to Develop, MK to Support
36. LAW ENFORCEMENT & CORRECTIONS CUSTOMER EXPERIENCE MAP
CUSTOMEREXPERIENCE
OPPORTUNITIESQUESTIONS/NEEDSMINDSETS
CUSTOMERPERSPECTIVES
CONFIDENT PURCHASE DECISIONSEMPOWERING INFLUENCESATISFACTION / PREFERENCE / LOYALTYESTABLISHING TRUST / PARTNERSHIPPRIMARY
3M GOAL
Worst Case: “I’m overwhelmed. There’s a lot of information to absorb. I’m expected to use a
lot of equipment to do my job everyday, but I’m not very tech savvy.”
Best Case: “It’s exciting to get a new piece of technology because it’ll help us be more
effective, more efficient and make our jobs easier. The trainers from 3M were great. I look
forward to working with them.”
Worst Case: “This product works okay, but I wish there were fewer issues. It’s also lacking in
a few important areas. I guess this is what we have so I’ll keep using it until someone tells me
otherwise.”
Best Case: “Our 3M rep really helped us get up to speed on the technology and optimize our
setup. If I have another issue, I know where to find a solution. I’d definitely recommend 3M.”
Worst Case: “I’m looking for equipment and policy upgrades that help my team, but I also
need to sell these recommendations upstream to my superiors. I’m ambitious about my
advancing career, and I need to stay on top of new technology and best practices.”
Best Case: “The Chief asked me for a recommendation — and I feel great about
recommending 3M. They had all the information I could want right on the website: case
studies, an ROI calculator, even best practices. They understand the challenges we face.”
Worst Case: “I need to make the best decisions for my agency and the community. I’m in a
high-profile position now, and my decisions are important. I need to have a lot of confidence
that the tools we use are working and that we’re managing our budget responsibly.”
Best Case: “My program manager recommended we upgrade to a new 3M system. He had
great examples of agencies like ours improving their results and ROI. I feel confident in
requesting the needed budget from the council.”
• How does all this equipment work? Just give me the basics.
• How does it help me do my job? Keep me safe? Make me more efficient? Effective?
• Do you have real stories of how it’s worked in a department like mine?
• Where do I turn when I have a question? An issue?
• I’m the resident expert on this technology, and I need to teach other people how to use
it and answer their questions. What training tools do you have? Who can I call when I
need help?
• Are we getting as much as we can out of these tools?
• Is anyone else doing it better, and can we learn from them?
• How can I solve this issue?
• Who do I turn to for help?
• What type of support is included with our system?
• Am I getting all the performance out of this technology? Is it set up correctly? Integrated
correctly with our systems?
• Are our internal processes aligned with best practices?
• Are there updates or upgrades available?
• Is our policy the best it could be for this system?
• What can I learn from my program manager, teammates, peers?
• Are there other 3M products and tech we should consider?
• I have feedback and ideas... where do I submit them?
• How do I pay for this? Are there grants available?
• How much would a system for my agency cost?
• What should I recommend to my boss?
• What info would be more persuasive for him/her?
• Can I prove the ROI?
• Would anyone come give us a demo?
• What vendors should I consider? Who has the best system?
• How can this technology be used most effectively? What should our policy be?
• Have other agencies like mine implemented this technology? How did it go?
• Where do I find this information? Is it readily available?
• Is there a technology to help my agency respond to this community-safety need?
• How can I determine the right technology for my situation?
• Is this a good investment? Does it fit into my budget?
• Will it help my agency and the community?
• Which vendors should I trust? Are they in it for the long haul?
• How should we choose a technology/system?
• Have other leaders in other cities made this decision?
• Do I have information I need to defend it to other leaders?
• Are there political implications to consider?
• What policy works for my agency and community?
• Is the info I need to make a decision readily available? Where can I find it?
• Focus on how it works and how it helps them, in addition to the “features & technology”
during training
• Site visits and training sessions to demonstrate how the products work and be sure they’re
set up correctly
• Leave behind training material: quick reference guide, FAQs, troubleshooting guide
• Provide tech/customer support contact information
• Train-the-trainer session(s) and dedicated support contact(s) for the program manager
• Invite the program manager to join a select group of 3M ambassadors
• Take the opportunity to introduce the team (at a high level) to 3M LE&C portfolio and
activities within LE&C
• Set a schedule for follow-up visits to fix any issues, answer questions, train new hires,
introduce product updates, etc.
• Customer/technical support protocols and contacts
• Troubleshooting guide, FAQ
• Ask an expert and user forums on the LE&C website — build up knowledge base (helpful
answers) to cut down on calls, questions
• Product user and setup guide — printed, video and/or app
• Best practices and policy guides (individual and agency levels)
• User groups at events and online
• Constantly gather feedback to improve products, service and marketing
• Some of the opportunities in the research and training columns will reinforce partnership
for users, too
• ROI calculators
• Grant education, writing support
• Success stories (technology and/or policy highlights, not sales)
• Case studies (3M LE&C focused) and Testimonials for 3M
• Recommended best practices (created by 3M or trusted partner organization)
• 3rd-party testing data
• Product literature and data sheets, demonstrations, trial periods, demo videos
• 3M LE&C landing page
• SEM and SEO
• Event sponsorship and SME presentations
• Content sharing with priority organizations and media outlets
• Strong presence at relevant leadership events
• Clear POV on policy recommendations and political issues, aligning with partner organizations
• Media relations and content sharing with partner organizations and media outlets
• New product, technology and service offerings to help demonstrate continued investment
in LE&C
• RFP responses
• Finalist product demos
• Sales presentations
• Sales app (tablet/mobile)
• Most of the opportunities in the research column are relevant in the buying phase, too
CONSTANT OPTIMIZATION:
• Seek more efficient procedures
• Data/system integration
EQUIPMENT ISSUES:
• Known/unknown problems surface
• Troubleshooting
PRODUCT UPDATES:
• Software enhancements
• Product changes
• Product upgrades and expansions SHARING EXPERIENCES:
• Conversations with peers, supervisors
• Social media connections
• Network at conferences
RESEARCHING PRODUCTS:
• Explore new technologies
and best practices
• Establish and review
technology guidelines
• Prepare recommendations
for leadership
PROGRAM OPTIMIZATION:
• Look for technology and
process improvements
• Search for case studies,
best practices
• Report ongoing metrics
ATTENDING CONFERENCES:
• Stay up to speed
• Connect with the LE&C community
PROGRAM BUDGET PLANNING:
• Balance priorities
• Verify and demonstrate ROI RFP PROCESS:
• Determine which vendors to invite
• Write/send RFP to select vendors
• Review proposals
• Meet with finalist vendors,
demo products
JUSTIFYING BUDGET:
• Receive requests and recommendations
• Determine ROI and priorities
• Present budget request/rationale as needed
UNDERSTANDING TECHNOLOGY:
• Request recommendations from
program managers
• Map technology to agency goals
• Discuss political implications
DETERMINING NEEDS/PRIORITIES:
• Assess current situation vs. goals
• Collaborate with colleagues
NEW SYSTEM IMPLEMENTATION:
• 3M agency visit
• Group training and demonstration
• Ongoing support protocol established
NEW USER HIRED:
• Trained by program manager
• Training materials shared
• Ongoing support protocol established
TRAIN THE TRAINER:
• 3M site visit and deep dive
• Partnership with 3M established
• Training support and tools delivered
• Recruit as influencers
TRAINING USING RESEARCHING BUYING
USERS LEADERSHIP
PROGRAM MANAGERS
37. LAW ENFORCEMENT & CORRECTIONS CUSTOMER EXPERIENCE MAP
STIONS/NEEDSMINDSETS
CONFIDENT PURCHASE DECISIONSEMPOWERING INFLUENCESATISFACTION / PREFERENCE / LOYALTYESTABLISHING TRUST / PARTNERSHIPY
L
Worst Case: “I’m overwhelmed. There’s a lot of information to absorb. I’m expected to use a
lot of equipment to do my job everyday, but I’m not very tech savvy.”
Best Case: “It’s exciting to get a new piece of technology because it’ll help us be more
effective, more efficient and make our jobs easier. The trainers from 3M were great. I look
forward to working with them.”
Worst Case: “This product works okay, but I wish there were fewer issues. It’s also lacking in
a few important areas. I guess this is what we have so I’ll keep using it until someone tells me
otherwise.”
Best Case: “Our 3M rep really helped us get up to speed on the technology and optimize our
setup. If I have another issue, I know where to find a solution. I’d definitely recommend 3M.”
Worst Case: “I’m looking for equipment and policy upgrades that help my team, but I also
need to sell these recommendations upstream to my superiors. I’m ambitious about my
advancing career, and I need to stay on top of new technology and best practices.”
Best Case: “The Chief asked me for a recommendation — and I feel great about
recommending 3M. They had all the information I could want right on the website: case
studies, an ROI calculator, even best practices. They understand the challenges we face.”
Worst Case: “I need to make the best decisions for my agency and the community. I’m in a
high-profile position now, and my decisions are important. I need to have a lot of confidence
that the tools we use are working and that we’re managing our budget responsibly.”
Best Case: “My program manager recommended we upgrade to a new 3M system. He had
great examples of agencies like ours improving their results and ROI. I feel confident in
requesting the needed budget from the council.”
• How does all this equipment work? Just give me the basics.
• How does it help me do my job? Keep me safe? Make me more efficient? Effective?
• Do you have real stories of how it’s worked in a department like mine?
• Where do I turn when I have a question? An issue?
• I’m the resident expert on this technology, and I need to teach other people how to use
it and answer their questions. What training tools do you have? Who can I call when I
need help?
• How can I solve this issue?
• Who do I turn to for help?
• What type of support is included with our system?
• Am I getting all the performance out of this technology? Is it set up correctly? Integrated
correctly with our systems?
• Are our internal processes aligned with best practices?
• Are there updates or upgrades available?
• How do I pay for this? Are there grants available?
• How much would a system for my agency cost?
• What should I recommend to my boss?
• What info would be more persuasive for him/her?
• Can I prove the ROI?
• Would anyone come give us a demo?
• What vendors should I consider? Who has the best system?
• Is there a technology to help my agency respond to this community-safety need?
• How can I determine the right technology for my situation?
• Is this a good investment? Does it fit into my budget?
• Will it help my agency and the community?
• Which vendors should I trust? Are they in it for the long haul?
• How should we choose a technology/system?
• Have other leaders in other cities made this decision?
CONSTANT OPTIMIZATION:
• Seek more efficient procedures
• Data/system integration
EQUIPMENT ISSUES:
• Known/unknown problems surface
• Troubleshooting
PRODUCT UPDATES:
• Software enhancements
• Product changes
• Product upgrades and expansions SHARING EXPERIENCES:
• Conversations with peers, supervisors
• Social media connections
• Network at conferences
RESEARCHING PRODUCTS:
• Explore new technologies
and best practices
• Establish and review
technology guidelines
• Prepare recommendations
for leadership
PROGRAM OPTIMIZATION:
• Look for technology and
process improvements
• Search for case studies,
best practices
• Report ongoing metrics
ATTENDING CONFERENCES:
• Stay up to speed
• Connect with the LE&C community
PROGRAM BUDGET PLANNING:
• Balance priorities
• Verify and demonstrate ROI RFP PROCESS:
• Determine which vendors to invite
• Write/send RFP to select vendors
• Review proposals
• Meet with finalist vendors,
demo products
JUSTIFYING BUDGET:
• Receive requests and recommendations
• Determine ROI and priorities
• Present budget request/rationale as needed
UNDERSTANDING TECHNOLOGY:
• Request recommendations from
program managers
• Map technology to agency goals
• Discuss political implications
DETERMINING NEEDS/PRIORITIES:
• Assess current situation vs. goals
• Collaborate with colleagues
NEW SYSTEM IMPLEMENTATION:
• 3M agency visit
• Group training and demonstration
• Ongoing support protocol established
NEW USER HIRED:
• Trained by program manager
• Training materials shared
• Ongoing support protocol established
TRAIN THE TRAINER:
• 3M site visit and deep dive
• Partnership with 3M established
• Training support and tools delivered
• Recruit as influencers
TRAINING USING RESEARCHING BUYING
USERS LEADERSHIP
PROGRAM MANAGERS
42. 42
Critical Pivot
A collection of valuable content for a broad,
undefined audience to browse and consume.
Content
Repository
Content
Marketing
A process for creating and distributing relevant and
valuable content to attract, acquire, and engage a clearly
defined and understood target audience – with
the objective of driving profitable action.
43. Know what matters:
Reach is good. Engagement is better. Conversions matter.
VALUE
POV
METRICS
AUDIENCE
CONTENT
MIX