Creating Digital Strategies for International Markets

1. Niall McKeown www.ionology.com @niallmckeown Digital Transformation Experts This presentation is Copyright. All materials belong to the presenter and can not be used without express written consent (c) Creating Digital Strategies for International Markets

2. Strategy creates competitive advantage WHAT WE BELIVE People and a culture of innovation sustains it ology & Communications is the means by which it is de

3. What is strategy?

4. how come…

5. Double Business in 18 Months

6. Zero to €4,000,000 in one year 50,000 co-collaborating

7. €3,000,000 funding & sales in 37 countries in 18 months

8. al Transformation Tra

9. how come…?

10. Transform from “doing digital” Digital Innovators

11. Digital Innovator Characteristics Digital Innovators Doing Digital Set destinations Set targets Build communications upon innovations Spin stories into content Drive salesDrive cultural evolution Pulled by latest technology trends Push technology to overcome strategic challenges Strive for “likes”Data driven decision making Digitise existing services Seek to invent, disrupt and improve

12. = DIGITAL TRANSFORMATION

14. The Principle Disciplines Leading Digital Transformation Digital Transformation Communications Technology Leadership Technology Support Rapid Solution Builders Marketing Tactics Communications Leadership Short Term Management Leading Step Change

15. how come…?

16. how do I…?

17. Crying baby Kitchen fire Some calls Interruptions Distractions Most calls Trivia Busy Work Browsing Planning Strategy Exercise Change Urgent Not Urgent ImportantNotImportant Put First Things First

18. 7 Principles of Digital Business Strategy

19. Books/Gap Analysis/E-Learning/Courses/Concultancy

20. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant

22. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [Ireland GAA] Ionology Digital Strategy Quadrant

23. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [UK] Ionology Digital Strategy Quadrant

24. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ Vertical or Geographic] Ionology Digital Strategy Quadrant Start Here > < Destination

26. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant Builder Story Teller Strategiest Scientist

27. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant People Opinion StrategiestServicing Demand Price/Product

28. Ionology Digital Strategy Quadrant Yourself Customer Market Resources Diagnosis Strategic Ambition Competitors Proposition Force=ma Volume Time Talent Cash 1 3 2 4 Task Intent Unique Value Proposition

29. Ionology Digital Strategy Quadrant Yourself Diagnosis Strategic Ambition 1 Unique Value Proposition

30. Pains (context) Pain Relievers Gain Creators Pleasures Message Map Tasks Products Service CustomerYou Value Proposition Canvas

31. 15 Second Message Map Their Pain Our Pain Reliever Additional Gain Creators Their Pleasure Their Jobs Done Our Product Message Map

33. Ionology Digital Strategy Quadrant Market Competitors Proposition Force=ma 3 Customer Volume 2 Task Intent

36. Advocacy Based Selling Sales Lead Gen Sales Lead Convert Sales Management Advocacy Marketing If I….would you?

40. The Firefly Story

50. http://www.dailymail.co.uk/news/article-2604663/Flower-girl-4-took-steps-thanks-harness-attached-dad.html

51. Digital Transformation Experts We help organisations discover what it takes to deliver maximum results in international markets

52. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) Ionology Digital Strategy Quadrant Innovation

53. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) Ionology Digital Strategy Quadrant

57. Exclusive Niche or limited Audience Mass MarketMainstream Warm (Comforted) Mild (Informed) Cold (Rational) Customer Volume How Customer Perceives Your Business 6 5 7 3 1 2 4 8 PrimeAuthority AttentionAdvocacy All Media Bought MediaOwned Media Earned Media Hot (Passionate) LENS LOCK [ ] Ionology Digital Strategy Quadrant Apple (AAPL) and Samsung continue to soak up all the industry's profits, McCourt says. Apple claimed 87.4% of phone earnings before interest and taxes in the fourth quarter, he said. Samsung took in 32.2% of industry profits. Because their combined earnings were higher than the industry's total earnings as a result of many vendors losing money in Q4, Apple and Samsung mathematically accounted for more than 100% of the industry's earnings. A year ago, Apple accounted for 77.8% of mobile phone industry profits, followed by Samsung with 26.1%, McCourt said.

Creating Digital Strategies for International Markets

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