Digital Transformation Blueprint

Blueprint
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“ The greatest danger for most of us is not
that our aim is too high and we miss it, but
that it is too low and we reach it.
Michelangelo
If you strive for greatness, you needto aspirefor greatness.
Preface
Aspiring for Business Change

GUIDING PREFACE
Preface

This discussion document…
is intended to be a tool of inspiration to have a conversation among
key internal sponsors, champions, stakeholders and employees alike to align the
aspiration of digital transformation efforts into a highly integrated holistic
organizational transformative vision and process to benefit the business as a whole
across business operations, geographies, business units,
departments, brands, and products.
2022 offers the opportunity to
re-envision digital transformation.
Preface

For many organizations aspiring for transformation,
efforts may be viewed as disjointed…
If this is your situation, it’s time to bring stakeholders back together to revisit
the digital transformation initiative and discuss what it can be at an
organizational level for greater business success.
Preface

Albeit, comprehensive in design, the content contained within offers
inspiration, aspiration and ideation for impacting business change.
I encourage you to take the time to review its content in full to jumpstart
and renew thought processes for how you can make change individually, collectively,
and collaboratively as one organization for the benefit of your
business success, growth and prosperity.
This document is designed to be the catalyst to re-engage the conversation.
Preface

A clear vision and strategic direction are several core reasons
organizations continue to struggle with their digital transformation initiatives.
Source: MIT Sloan Management Review Preface

The most successful organizations understand that the power of a
digital transformation strategy lies in its vision, scope and objectives.
Less digitally mature organizations will tend to focus on individual technologies
and strategies that are decidedly operational in focus.
Source: MIT Sloan Management Review Preface

As digital technologies further emerge and mature,
technology becomes the catalyst for digital disruption reinforcing
aspirations for business change and digital transformation.
But technologies are not necessarily the underlying reason
necessitating business change and transformation.
Preface

Consider how digital technology has influenced
consumer communications, sharing, preferences,
decision making, and commerce.
This impact of technology on consumer behaviors
simply cannot be overlooked.
Preface

Technology
has become the enabler of disruption…
whereas…
Changing Consumer Behaviors
have actually become the business disruptor.
Preface

Therefore, when aspiring for digital transformation,
the focus should be on the customer and the relationship with the consumer
using technology as the bridge to impact transformational change.
Preface

Using the words of a notable technologist and visionary
which remains highly relevant to today’s digital transformation…
Preface

“ You’ve got to start with the consumer
experience and work backwards to the
technology.
Steve Jobs
Preface

TOPICS & CONTENT
Content
Designing a Blueprint for Business Change

Discussion Content
PERSPECTIVES 17
The Opportunity 18
ReflectionPoint 41
Paradigm Business Shifts 54
What History Can Tell Us 77
Understanding Disruption 96
Disruption Ahead 119
Consumer Impact 133
Finding Inspiration 149
GAFA Business Models 158
NAVIGATING TRANSFORMATION 178
COMMON CHANGE BARRIERS 180
ADDITIONAL CONSIDERATIONS 192
PILLARS OF CHANGE 196
Page Navigation is Hyperlinked
ACTIVATING TRANSFORMATION 211
1 LEADERSHIP 213
q Change Agents 215
q Value Proposition 228
q Vision 236
q C-Suite Support 250
2 EMPOWERMENT 255
3 INNOVATION 274
q Marketing Design 280
q Process Engineering 288
• Discovery 290
• Digital Footprint 295
• Campaigns 298
• Journeys 301
• Touchpoints 308
• Integration 313
• SEM 318
• SEO 321
Content
Designing a Blueprint for Business Change
Innovation (process engineering cont.)
• Paid Media 324
• Email Marketing 327
• Social Media 332
• Mobile Marketing 335
• Content Marketing 343
• Community Mgmt. 381
• Data& Analytics 391
• Business ROI 426
• Workflows 431
q Blueprint Review 439
4 CUSTOMER CENTRICITY 444
q Customer Experience 448
q Operations 477
q Business Model 503
FINAL THOUGHTS 518
CHECKLIST REVIEW 531
THE DIGITAL CHALLENGE 537

PERSPECTIVES
CATALYSTS FOR BUSINESS CHANGE.
Finding Opportunity for Business Change Perspectives
1 Content Navigation

THE OPPORTUNITY
WHERE CHANGE OFFERS OPPORUNITY.

Fundamental business change just doesn’t happen.
It is common for transformation journeys to have many starts and fails.
Organizations do not quickly transform overnight.

The good news, there remains limitless opportunities for organizations
in their transformation journeys to work together and to continually evolve for
impacting business change through a common vision and iterative
transformative process via collective, sustaining collaboration.

This objective review is to realign your ongoing efforts and realign
the vision and the requisite integrated business systems, platforms, and processes
to move digital transformation initiatives to the next step…
while at the same time serve to… renew and expand organizational
inspiration, aspiration and advocacy for adopting business change.

DIGITAL TRANSFORMATION IS…
THE RE-ALIGNMENT OF, OR NEW INVESTMENT IN, TECHNOLOGY, PROCESS,
AND BUSINESS MODELS TO MORE EFFECTIVELY ENGAGE CONSUMERS AT
EVERY TOUCHPOINT IN THE CUSTOMER EXPERIENCE LIFECYCLE.
Using a common definition as aligned to where change can be most affected,

Although the impact of digitization is not new,
the digital economy continues to evolves which presents continual
unprecedented challenges for all C-Level executives.

We are now living in an increasingly complex, ever changing, digital world.
Information flow and data continues to grow at exponential rates with
technology advances bringing about fundamental and rapid changes to our society.

We just need to think about the recent emergence of Web 3.0
as the next step in the development of the internet.
Web 3.0 has the potential to be just as disruptive and to usher in a
significant paradigm shift as much as Web 2.0, where the fundamental ideas of
decentralization, openness and increased consumer usefulness are now
becoming the underlying foundation of the Internet.

Now more than ever, within this environment,
Smart Organizations are realizing that adaptability remains
paramount to future business success.

As a result, there is an inherent need to rethink the entire customer journey.
This, more often than not, has become the main facilitator for driving
both new and renewed Digital Transformation initiatives.

From the initial stimulus to the ultimate moment of truth…
the consumer is now at the center of all transformative change.
UMOT > ZMOT: Shared expressions from trusted impressions
Shared experiences affect every moment of truth
Discovery Consideration
to Purchase
Purchase &
Experience
Shared
Experience
Awareness
Stimulus
Zero
Moment
Of Truth
First
Moment
Of Truth
Second
Moment
Of Truth
Ultimate
Moment
Of Truth
source: AltimeterGroup

And this is even more relevant in a post-pandemic world
as commerce linked to the customer experience becomes more valued
in consumer purchasing behaviors.

Companies of all sizes – and across all industries continue to
facecommon pressures fromcustomers, employees and competitors alike
to begin or speed up their digital transformation efforts.

For manyorganizations,a common, onerous challengeexists.
Theymust iterateandinnovatein real-timewhile navigatingoutdated
businessprocessesandlegacytechnologysystems.
e.g.today,consumerfacingcompaniesare managingan averageof
44 disparatefront-end technologysystems.
Source: Salesforce Finding Opportunity for Business Change Perspectives

As organizations consider deploying
Digital Transformation initiatives, it must first be understood that
it will be a direction unique for every organization.

Implementing new technologies is certainly part of the equation.
However, the value proposition remains to be the customer relationship
which will strategically empower a vision through the necessary transformational steps
to realize the benefits for the possibilities new technologies create.

It will influence front- and back-end platforms, systems, workflows and collaboration
impacting all aspects of business including business models; operational processes;
marketing; data analytics; product innovation; logistics; and commerce.

All of which will influence an organization’s
Sales, Marketing, Customer Service, IT, and HR business functions
and reach across geographies, business units, and operational teams
for impacting every customer touchpoint.

And, in the end…
Digital Transformation will be about creating greater value
across the entire business ecosystem which will benefit the organization
at a holistic level to serve customers and to better compete
in a changing digital world.

Where VALUE is defined by delivering better
omnichannel brand experiences which benefits the entire organization…
by getting closer to customers leading to greater business
outcomes, profitability and success.

THIS IS THE OPPORTUNITY.

This is where leadership and vision
creates fundamental business change through
strategy, process and culture.

As a common and natural step in any transformation journey,
the discussion objective proposed today is self assessment and reflection.
This will allow you, as a change agent, to re-visit and re-frame the discussion
based on your own organization’s current progress to date and to refine the
transformation roadmap for how best to move forward.

REFLECTION POINT
SELF ASSESSMENT. REVISITING THE NEED FOR BUSINESS CHANGE.
Reflection Point
Assessing Need for Business Change

“ Coming together is a beginning. Keeping
together is progress. Working together is
success.
American industrialist and automaker Henry Ford
Assessing Need for Business Change Reflection Point

This proposed Reflection Point is to re-engage in the digital transformation
discussion to review and refine your initiatives underway which can impact core
business systems, processes, methodologies, frameworks, analytics,
and ultimately the customer experience.

Renewing the discussion should steer meaningful and insightful
stakeholder conversations across business operations to assess your progress
to date and to further advance concepts in a continuing effort for developing
actionable transformation roadmaps.

As a self reflection point, sponsors and champions must re-emphasize
to executives, stakeholders, and employees alike…
Digital Disruption Has Indeed Changed Business As Usual.

To set the baseline for discussion…
Stakeholders must understand digital disruption occurs when
new technologies and business models affect the consumer value proposition
of existing goods and services.

And, contrary to common belief, digital disruption impacts
all channels across the online and offline spectrum as it influences all
customer touchpoints and shapes new consumer purchasing behaviors
impacting the business bottom line.

Therefore, to succeed with any digital transformation initiative,
efforts will need to align across the organization holistically.
Progressive roadmaps must define how an integrated digital ecosystem
can support efficiencies across operations, business units, brands, departments,
and consumer touchpoints for creating greater business outcomes.

Fundamentally, there are three core elements to digital transformation.

Of significant note, transformation can not and must not
be done in silos. There must be collaboration and integration at all business levels
across all three transformation areas.
This is where many organizations fail in their transformation efforts.

People who bet against the
Internet [digital], who think that
somehow this change is just a
generational shift, miss that it is a
fundamental reorganizing of the
power of the end user.
“
- EricSchmidt,GoogleChairman

Consider the paradigm shifts as occurred over time
affecting business change.

THE BUSINESS LANDSCAPE HAS SHIFTED NECESSITATING
BUSINESS CHANGE IN A DIGITAL WORLD.
PARADIGM SHIFTS
Business Shifts
Recognizing Global Business Change

IT’S NOT BUSINESS AS USUAL.
Recognizing Global Business Change Business Shifts

The manufacturing economy used technology
to scale production and reduce costs to produce affordable products
and goods using economies in scale.

The distribution economy used technology
to connect markets and suppliers to consumers.

The information economy used technology
to connect supply chains to the world population through the Internet.

Now, the experience economy uses technology
to connect brands to individuals, peers and groups.

Reflection Point
We Are Now Living in the Experience Economy
Source: Forrester Research
Age of Manufacturing
Mass manufacturing makes
industrial powerhouses
successful
Age of Distribution
Global connectionsand
transportation systems
make distribution key
Age of Information
Connected PCs and supply
chains means those who
control information flow
dominate
Age of the Customer
Power comes from engaging
with empowered customers
Ford,RCA,GE,
P&G,Sony
Wal-Mart,UPS,Toyota,
CSXRailroad
Comcast, Amazon,
E*Trade, American
Express,Google
Amazon,Target,Netflix,
Best Buy,Apple,Starbucks,
Zappos

All the while as the emerging subscription economy is using technology...
to connect consumers to recurring subscriber products and/or services
where brands are emphasizing customer retention over customer acquisition.

REFLECT ON BUSINESS IN THE PAST
Market change was slow, steady and predictable.
Important variables (i.e., pricing, adoption rates) in a market
were known and understood.
Business model shifts were evolutionary with little volatility.
Product development processes were easily defined
and (relatively) simple to execute.

NOW REFLECT ON BUSINESS TODAY
Rapidly changing technology advances.
Very short product cycles.
Market players are more interconnected.
Networks of relationships between businesses, between business
and consumers, and consumers-to-consumer are denser.
Digital [data] feedback loops are quicker.
Markets are moving faster and more unpredictably
than ever before.
Consumer behaviors and preferences are rapidly changing.

SOMETHING INTERESTING IS HAPPENING
Bitcoin, the world’s biggest bank,
has no actual cash.
Uber, the world’s largest taxi company,
owns no vehicles.
Facebook, the world’s most popular media owner,
creates no content.
AirBnB, the world’s largest accommodation provider,
owns no real estate.
Alibaba, the most valuable retail owner,
owns no inventory.
Source: TechCrunch Recognizing Global Business Change Business Shifts

SOMETHING ELSE IS HAPPENING TOO…
Internet users are generating
2.5 quintillion bytes of data each day.
Every person generates
1.7 megabytes of data per second.
Google receives over 3.5 billion searches daily.
WhatsApp users are sending 65 billion messages daily.
Worldwide more than 3.6 billion people use social media
accounting for 33% of all total time spent online.
Netflix uses data to save
$1 billion per year on customer retention.
Source: techjury.net Recognizing Global Business Change Business Shifts

From pushing… To attracting.
PUSH PULL
NOW, CONSIDER THESE MARKETING SHIFTS...

From interrupting … To inviting.
PUSH PULL

From unfocused… To focused.

From control… To many unknowns.

From avoiding risk… To managing risk.

From disjointed
(customer) experiences…
To seamless omnichannel
(customer) experiences.

From transactional… To customer centricity.

At the center of all of these paradigm shifts…
advances in technology have enabled digital disruption at scale
with the Customer at the center.

There can be little debate…
Consumer Attention is now the New Business Currency.

The difference between helping and
selling is just two letters. But those two
letters are critically important to the
success of business today.
“
- Jay Baer, Speaker & Author

History too can offer us some valuable lessons to inspire change.

DISRUPTION’S IMPACT ON BUSINESS PROSPERITY.
HISTORY LESSONS
History Lessons
Embracing Global Business Change

Consider the Evolution of Branding.
Embracing Global Business Change History Lessons

Reflection Point
The 4 Ages of Brand Evolution
Brands serve as a market
positioning identifier, setting
businesses and individual
products apart from the
crowd - both visually and
verbally.
q Began as a mark of ownership,
trust, and quality, and evolved
into a more sophisticated symbol
of differentiation and
identification.
q Adopted slogans and mascots.
q As commerce became global and
markets became saturated with
products, the need for product
differentiation increased, as
did the need to help customers
identify and choose.
q Mass media promotion on radio
and television became prevalent.
Brands become valuable
business assets that
contributed significantly
to financial performance -
driving choice, loyalty, and
affording the owner a
premium.
q Increasingly views on building
brand equity changed where it
was recognized they required a
combination of business activities
covering products and services,
environments, culture, and
communication to create the total
brand perception held by
customers and employees alike.
q Marketing expenditures no longer
seen as “cost structures” but
rather “investments” where
Brand strategy begins to be
intertwined to the core business
strategy.
q Digital promotion emerges with
introduction of Web.
Brands receive deeper
appreciation for the role they
play in delivering satisfying
and differentiated consumer
experiences.
q Increasingly brand support
required seamless, contextually
relevant interactions to create
an ecosystem of integrated
products, services, information
and entertainment: both physical
and digital.
q Brands like Google, Apple,
Facebook and Amazon (GAFA)
reset customer expectations
raising the bar for expected brand
experiences.
q Consumer empowerment and
two-way conversations required
brands to follow new rules for
creating advocacy, influence,
and engagement across a growing
digital landscape.
q Presence and promotion across
digital, social media, and mobile
increased.
Brands begin to strategically connect
business to people and people
to each other serving as enablers
of both business and personal
value creation.
q It’s a New era - one of ubiquitous
computing requires the real-time
analysis of consumer data to identify
human (behavioral) characteristics.
q Data analysis leads to consumer
insights aiding strategic directions for
brand building.
q New rules begin delivering truly
personalized and curated experiences
to satisfy the new individual
consumer Mecosystem culture.
q Integration requirements across
digital and offline creates catalyst for
business transformation focused on
customer centricity guiding principals.
q Customer journey mapping guides
new branding initiatives and
directions.
Source: Interbrand Embracing Global Business Change History Lessons

Over the last 75 years,
branding and customer marketing has significantly evolved.
During each evolutionary stage, companies had to respond to changing consumer
behaviors to engage consumers and to remain relevant
or risk obsolescence.

The risk is real…
no organization or industry is an exception.

The net impact on today’s business remains.
Failure to adapt to the new realities for engaging with consumers created
through waves of digital influence can and will fundamentally
create significant risk for many businesses.

Consider the lifespan of an S&P company is shrinking.

Source: McKinsey
1930 1940 1950 1960 1970 1980 1990 2000 2010 2013 2020
21
90
Research now reveals a trend towards shorter company lifespans.
† Average lifespan (in years) of an S&P 500 company.
(1) company is now replaced every (2) weeks
75% will be replaced in (15) years
L
i
f
e
s
p
a
n
Y
e
a
r
s

Source: Innosight Embracing Global Business Change History Lessons
Entered the Index Exited the Index
S&P 500 Churn In The Age of Disruption
Sampled companies who have entered and exited the Index since 2002.

Household Brands such as Blockbuster, Blackberry, Kodak and Nokia
all have their own story to tell. Blockbuster and Kodak had to contend with the
internet and digitization driving a wrecking ball through their business.

Blackberry and Nokia misread and then were slow to act
on more basic market segment and consumer preference shifts
– touch screens and a rich App ecosystem.

At the heart of these business struggles and many other stories like them,
companies did not or were not willing to recognize quickly evolving market complexities.
Each failed to cope and respond to the reality that their industries
were profoundly changing.

And this is where many businesses continue to fail today.
History is continuing to repeat itself as companies resist change
in the face of significant market forces and consumer shifts that are fundamentally
reshaping the business landscape of the future.

So how does a company continue to thrive in the age of digital disruption?

One approach would be for a company to have a wide economic moat,
a term coined by Warren Buffett to describe businesses that are difficult for new
competitors to gain entry to, either due to the sheer scale of the enterprise
or to an exclusive patent or other such competitive advantage.
However for most organizations, this simply isn’t possible.

The alternative is for executives to create
a sense of urgency for change within their organizations.
Embrace its own creative destruction through business change and innovation
by finding ways to stay relevant by envisioning itself as the customer and then
creating value within its own market.
This is the essence that defines digital transformation.

History tells us… if organizations are not actively
rethinking how technology, disruptive forces, and changing consumer behaviors
are impacting its future business health and prosperity…
they are risking everything.

THE GOOD NEWS, RISK CAN BE MANAGED.
With vision, commitment and action, organizations can reinvent themselves
managing risk against obsolescence.

But to manage risk is to understand risk and the disruptive forces in play.

DIGITAL DISRUPTION
TECHNOLOGY IS THE ENABLER. CONSUMERS ARE THE DISRUPTOR.
Digital Disruption
Adapting to Business Change

To manage risk is to understand disruption is everywhere
and it needs to be embraced and managed head on as technology, society and
consumers evolve at an unprecedented pace.
Adapting to Business Change Digital Disruption

Digital advances and its impact on business has changed the business landscape.
The proliferation and mass adoption of digital devices, applications and networks
are at the forefront of today’s business disruption.

Of worthy re-emphasis… as digital further emerges and matures, technology
remains to be the catalyst for aspiring to business change and digital transformation.
Not the Reason.

Advances in technology influences how people work, communicate,
share, make decisions, and purchase products, goods and services.

And, it is the technology that is enabling changing consumer behaviors
which creates the disruption in business and the need for change.

Consider… the concept of Digital Darwinism.

Digital Darwinism is the phenomenon
when technology and society evolve faster
than an organization can adapt…
[it] is a fate that threatens most
organizations in almost every industry.
Because of this, businesses not only have
to compete for today but also for the
unforeseeable future.
Brian Solis
Digital Analyst
“

Organizations who overlook the concept of DigitalDarwinism
and its impact on business prosperity and healthput themselves at risk.
Digital technologies have transitioned markets from being complicated and stable
to markets that are now complexand characterizedby velocity.

Relevancy and competitiveness now require
looking at business and the world through a different lens, adapting to it,
and then getting out in front of disruptive forces before they occur.

For digital transformation to truly impact business change,
it becomes critical for organizations to recognize both the enablers and the
resulting disruptive forces to keep in step for how consumers
engage with today’s business.

As a result, organizations must formalize and adopt
new business models, refine or create new operational processes,
develop new systems and skillsets, use data analytics, and redefine
new customer experiences to remain relevant,
competitive, and profitable.

Change may be difficult.
But successful transformation enables organizations to more rapidly
assess new opportunities and to facilitate the testing of new ideas to engage
and re-engage consumers throughout the customer journey to ensure
business prosperity and longevity.

Source: IBM
Reflection Point
Smartorganizations will transformand embracetechnological change.
Today, technological change underway is
both rapid and pervasive.
Disruptive technologies are being developed
and maturing much faster and more
profoundly than at any other time in history.
It’s a continuous cycle that is transforming
life, business and the global economy.
q Internet of Things
q 3D Printing
q Workflow Automation
q Advanced Robotics
q Artificial Intelligence
q Cloud Computing
q Big Data
q Web 3.0

Technology is actually the easy part in the transformation...
integrated front- and back-end business systems, platforms, networks,
web and digital assets, digital channels, et al.

11%
Ease &
Convenience
14%
Service &
Personal Care
12%
Trust &
Reputation
10%
Product Origin
12%
Health &
Safety
11%
Ease &
Convenience
12%
Service &
Personal Care
10%
Trust &
Reputation
7%
Product Origin
9%
Health &
Safety
21%
Quality
19%
Price
26%
Quality
25%
Price
Post-Pandemic Pre-Pandemic
While price and quality have long been
and remain the dominant motivations in
consumers’ choice rationale, other
consumer values and motivations have
lessened in influence and value post-
pandemic.
This is an inevitablelong-term
consequence of digital disruption and
the shift to digital technologies informing
and enabling purchases—with greater
acceleration fueled by the pandemic.
Each organization in their own
transformational process will need to
make an investment into understanding
how its own consumers are changing in
the wake of shifting societal changes.
Source: Acccenture
Reflection Point
Smarterorganizations will also embracechanging consumerbehaviors.
R E P R E S E N T A T I O N

The difficult part in the transformation process is the cultural change
required to adopt new business models, operating processes and skillsets to
understand and adapt for changing and shifting customer behaviors
created by digital influence.

This may require a new way of thinking.
Creativity + Innovation + Analytics + Strategy + Purpose.

Reinforcing the discussion point, digital transformation is
certainly about the technology (both as an enabler of disruption and as a
transformative organizational change component)…
but it must be understood the essence of digital disruption is
how an organization’s own consumers are adapting to technological change
and how behaviors are changing for engaging with business.

Embracing digital transformation head on affords organizations
the opportunity to leverage disruption to get closer to customers to understand
changing consumer values, motivations, buying behaviors, and purchasing preferences
for greater business benefit.

Disruption will be unique for every organization,
as why it is digital transformation is unique for every company.
There will certainly be common industry disruptors across the business landscape,
but there remain to be nuances to changing consumer behaviors
unique for every organization.

A key benefit and component to any digital transformation effort will be
understanding customer nuances and being able to adapt to consumer behaviors
much more rapidly via business intelligence delivered through data analytics.

But disruption and risk is not simply a one time event.
Managing risk is continuous which requires constant monitoring, analysis
and planning with the foresight to look over the horizon to see what’s coming next.

DISRUPTION AHEAD
ADAPTING AND PLANNING FOR THE NEXT WAVE OF CHANGE.
Planning for Business Change Digital Disruption

Over the past decade, disruptive technologies...
such as artificial intelligence, intelligent process automation, and deep data learning
to name a few have shaped and transformed how business operated.

These past technological changes of disruption are now maturing…
with new emerging disruptors further advancing and shaping how business
is conducted in a new Web 3.0 and post-pandemic world.

With foresight and proactive planning, organizations can get ahead of
the next wave of business disruptors which began in 2022…
How an organization responds to the continuous change of evolving business
disruptions will determine an organization’s longer-term success in their own
digital transformation journey.

DECISION INTELLIGENCE (DI)
WILL ESTABLISH OBJECTIVES AND MAP DECISIONS ACCORDINGLY.
Decision-making fuels organizational growth. Decision Intelligence (DI) aims to
solve the problem of siloed decision islands and help executives in their decision-
making process considering enterprise objectives as the big picture.
Source: Gartner Group Planning for Business Change Digital Disruption

INTEGRATED DATA
WILL BECOME THE MOST VALUED ASSET FOR AN ORGANIZATION.
Integrated data will become imperative for organizations to enhance
customer experiences through business intelligence. Data integration must be
flexible and resilient across platforms and to its users to simplify an organization’s
data infrastructure and to create a scalable data architecture.

HYPER-AUTOMATION
WILL BE CONSIDERED THE FIRST STEP TOWARDS DIGITAL TRANSFORMATION.
Hyper-Automation will expand process automation by identifying and
automating as many business processes as possible rapidly. It will further reduce
manual workloads and optimize business processes leveraging tools such as
Robotic Process Automation, AI, ML, Data Analytics and more
to automate processes faster.

REMOTE-FIRST ENTERPRISE
WILL BECOME THE NORM POST PANDEMIC AND SEE EXPONENTIAL GROWTH.
Remote workplaces will rise in adoption. New collaborative workforce models
will enable frictionless customer experiences with boundary-less engagements
while enabling dispersed and scalable global workforces to expand
worldwide customer footprints.

TOTAL EXPERIENCE (TX)
WILL BECOME A PRIMARY DRIVER OF BUSINESS.
Total experience (TX) combines the customer experience components of
satisfaction, loyalty and advocacy into a multi-experience to create seamless
enterprise-wide customer experiences across business operations.
It considers all stakeholders such as end-users, business users, partners,
affiliates, and employees to accelerate and drive business growth.

These new disruptive trends as forecasted by the Gartner Group
should further reinforce the need for digital transformation…
organizations simply can not use yesterday’s thinking
to approach the problems of tomorrow.

We cannot solve our
problems with the same
thinking we used when we
created them.
- Albert Einstein
“

The one thing we can counton with absolutecertainty…
futuredisruptivetrendsin technologywill continueto shape
the globaldigitallandscapeandinfluencechangingconsumerbehaviors.

Therefore,businesses with the greatest foresight will evolve
with technological advances and continually adapt for retaining
customer relevancy through business change.

Thisonlybecomespossiblewhen organizationskeep
Customersat the centerof BusinessChange.

DISRUPTION’S INFLUENCE ON CONSUMER BEHAVIORS
REINFORCE THE NEED FOR TRANSFORMATION.
CONSUMER IMPACT
Consumer Impact
Reimagining Business Change

Creating betterconsumerexperiencesis at the centerof the
valuepropositionfor digital transformation.
Reimagining Business Change Consumer Impact

And if thereis still any lingeringmisunderstandingas tothe benefit
of digital transformation,this is the opportunitytocommunicatetransformationis much more
than realizingnear-termoperationalefficienciesand profitability.

Digital transformationis trulythe reimaginationof the organization
to more effectivelyengageconsumersthroughoutthe customerjourneyto deliver
bettercustomerexperiencesat everytouchpointforsustainedrelevancyandcompetitiveness
leadingto greaterexpandedandsustainedbusinessgrowthandprofitability.

Why is this important?
Why do we need to clarify and re-emphasizethe customer
in our transformationdiscussion?

As shoppinghabitsradicallyevolve,researchshowsthat
lessthanhalfof executiveshavedefinedtheircustomerexperiencestrategies.
Source: Gartner Group Reimagining Business Change Consumer Impact

Thecustomerexperiencestrategyis the lifelineto all future,sustainedsuccess.

This becomesevenmuch more relevantwhen considering
we are now living in the ageof the experienceand the subscriptioneconomies.

Dismissing,overlookingor placing lesseremphasison this criticalguiding direction,
an organization losesthe businessopportunityfor impactingreal lastingbusinesschange
via the investmentit makesin the digital transformationprocess.

Whatwe must continuallyreinforceis…
a brand’srelevanceis nowdefinedthroughthe customerexperience
whichincludesthe sumof all engagementsa customerhaswith a business
throughouteverytouchpointin the customerjourney.

80%
of all shopperssaidthattheywill
abandona brandafterthree badexperiences.

So understandingchangingconsumerbehaviors,
and then planning for and creatingvaluedcustomerexperiences
is paramountto all futurebusinesssuccess.

No-one can disagreethatconsumershopping habits
are indeed changingwith digital.
Thegoodnewsis thatorganizationscanbe proactive
to stayahead of changeand prosper with a digital transformativemindset
usingtoday’sabundanceof availableconsumerand businessdata.

“Post COVID-era, business will need to reimagine
the future of shopping built upon the new
trajectory of technology and evolving customer
trends.
Transformation initiatives will need to include
ever changing in-demand consumer shopping
expectations, preferences, and behaviors.
It is now reported61% of customers
will spend more time online after the
pandemic than they did before.
We’re not going back to normal even as physical
stores start to open. On the contrary, customers
expect brands and retailers to not only keep up
change, but also enhance customer experiences.
Source: Salesforce
Reflection Point
Changing ConsumerBehaviors| Channels.
40%
Re-emerging channels like
delivery apps, social media,
and messaging platforms
have also become serious
commerce players, with their
share of transactions
increasing more than 20%.
Creating digital channels to
engage customers where
they are is only the start.
The user experience (UX),
personalization, navigation
(UI), and experience
integration will be key to all
transformation efforts.
Between2019and2021,
fourtypes of digital channels grew
consumertransactionshare by nearly40%
-- brandwebsites,retailerwebsites,apps,
andonline marketplaces.
REPRESENTATION

“Shopping at the edge is where consumers start —
and hope to complete — their shopping journey, usually
outside of a brand or retailer’s physical and digital space.
Channels include social media, messaging apps, and live
streaming services.
Salesforce research identified three different edge behaviors
reshaping the customer journey:
Discovery at the edge: Social media, influencers, and
messaging apps are the most popular methods for discovery.
Buying at the edge: Mobile wallets, email, and social media
represent the top digital destinations for shoppers to make a
purchase.
Service at the edge: Self-service channels (chatbots, chat,
instant messaging) and social media are the most popular ways
to engage customer service.
Reflection Point
Changing ConsumerBehaviors| Journeys.
Engagingcustomersdirectlywhere their attention is focused
creates inroadsfromthe brand/store to shoppers.
Creatingrelevant andintuitive touchpointsand directly
connecting them to desired outcomes, at the edge, will increase
engagementand conversions.
Reimagining Business Change
Source: Salesforce Consumer Impact
REPRESENTATION

The discussionso far has focusedon theneed for change.
There’smanyexamplesof companiesforwhichhavesuccessfullytransformed
andwhichcanprovideinspiration.

INSPIRATION
ASPIRATIONAL COMPANIES REIMAGINING THEMSELVES.
Inspirational Change

Success stories are growing which can aspire and lead the way.
History affords us the opportunity to study companies who are getting it right.
Aspiring for Business Change Inspirational Change

q Category: Electronics
q Best Buy saw its market share in the consumer electronics industry
dip until its new CEO brought an innovative digital perspective that
led the transformation of the company into a digital technology
leader.
q It took 7 years, but going digital has enabled Best Buy to become a
company that uses technology to enrich people’s lives, not just sell
them hot new CDs and the latest TVs.
q The company used digital technology to improve delivery times and
began advising consumers and helping them get the most out of their
digital devices.
q Best Buy eschewed snail mail and embraced digital marketing,
provided customized assistance and recommendations for consumers
based on digitally gathered data, improved delivery times, introduced
the Geek Squad, as well as a price matching program.
q Net result – their stock price rose from $23.70 in 2012 to about $98
today.

q Category: Consumer Goods
q Target added new technology in their stores, introduced online
ordering and increased their social media, web presence and online
sales to increase their market share.
q A new, remodeled, store design and greater focus on direct to
customer sales has enabled customers to discover new products, gain
easier access to popular brands and make purchases online and
directly through social media.
q The transformative digital strategy enabled deeper consumer
customization at every touchpoint.
q Net result – the company startedits retail digital transformation
efforts in 2006 and has since seen its stock value rise from a low of
$53 to $217 today with revenue increasing by 50% to more than $93
billion in 2020.

q Category: Home-BuildingMaterials
q Even though The Home Depot has been very successful, in late 2017
the company decided to adopt a more expansive digital
transformation strategy.
q Goal was to enhance the online shopping experience and provide
customers with the highest quality products and best resources
through a seamless process across all channels.
q Home Depot invested $11 billion over three years to improve both its
in-store and online shopping experience, and hired 1,000
professionals who specialize in information technology to improve the
customer experience.
q They now have back-end and distribution channels leveraging more
effective use of customer data with the added benefit of realizing
business efficiencies for tracking local trends and maintaining proper
inventory levels.
q Net result – over the past two years, its stock value has risen from
$135 to $373 with revenue growing more than 30% since 2017
reaching $132 billion in 2021.

q Category: Active Sports
q One of the world’s top athletic shoes and clothing companies, Nike,
felt they were starting to become sluggish and outdated. Nike’s
leadership didn’t hesitate.
q The company focused on better connecting with its customer base via
emphasis on more powerful data analytics, an updated e-commerce
strategy, and stronger digital marketing campaigns to ramp up direct to
customer sales.
q Use of digital consumer data led Nike to open concept stores, create
more membership opportunities and improve the customer
experience online and through apps.
q Transformation has aided in quicker product development cycles, near-
instantaneous response to new trends.
q Net result – It’s stock price has grown from $52 to almost $148 in the
two years since the transformation began.

q Category: Food & Beverage
q In 2008, Starbuck sales where in decline, stores were closing and the
stock price was under $10.
q Digital transformation efforts began with a new “Digital Ventures”
investment to create a unique Starbucks experience in stores and
online.
q By activating its loyal consumer base, it collected over 50 thousand
customer-submitted ideas to improve its products, customer
experience and corporate initiatives through its innovative My
Starbucks Idea site.
q Today, it boasts more than 31 million active users of its mobile
payment system, second only to Apple, and generates more than one-
quarter of all retail revenue from the mobile app.
q Starbuck’s has been able to create an aspired digitally enhanced loyal
customer community supporting real-world, in-store customer
experiences.
q Net result – the niche retailerhas since rebounded to become one of
the most aspired global digital brands with 2020 revenue of 23.5
billion dollars and a stock price of $98.

q Category: Consumer Household Goods
q P&G for its digital transformation initiative implemented a large-scale
application of digital technology and advanced analytics across every
aspect of its business operations.
q It influenced everything from the way the consumer goods giant created
molecules in its R&D labs to how it maintained relationships with
retailers, and how it manufactured products, built brands, and interacted
with customers.
q Transformation further helped build value-driven 1:1 consumer
relationships while creating significant competitive advantages.
q As one case point, the Dove and Tide brands now drive as many
consumers to the website as they did to retail shelves prior to its
transformation efforts.
q Net result – P&G has realized better innovation, higher productivity,
lower costs, and faster brand growth.

These are just a few of the many success stories across industry.
There are also many business model case studies
which can be inspiring as well.

ASPIRING BUSINESS MODELS FOR TRANSFORMATION.
GAFANOMICS®
Modeling for Business Change Inspirational Change

For expanded inspiration, consider the learnings from the big four GAFA brands
that exemplify the concept of the mecosystem and platform thinking at scale.

Case Point
Welcometo GAFAWorld
GAFA is the acronym for the brands that exemplify platform thinking at scale and which redefines the
connected customer experience: Google, Amazon, Facebook, and Apple.
Source: Interbrand
The GAFA marketing framework emphasizes the design of desirable customer experiences as a top line business objective replacing
historic bottom line product sales objectives to allow a company to profitably extend its business across multiple sectors by
providing customer access to a personalized ecosystem of offerings within a single branded space.
The ‘GAFA Framework’ can serve as inspiration to drive and manage business change and innovation during the course of Digital
Transformation initiatives as companies begin to consider the implications of alternative customer-centric business models.

The Connected Customer
SEARCH
CONTENT
ADVERTISING
HARDWARE
ENTERTAINMENT
SOFTWARE
SOCIAL
DISTRIBUTION
COMMERCE
BOOKS
MUSIC
FULFILLMENT
Case Point
GAFA| Reshaping How The World Connects
In each of their respective digital categories, GAFA companies have truly become the leading aspirational brands for conducting
business in the digital age reinforcing the Age of New Consumerism.
Source: FaberNovel Modeling for Business Change Inspirational Change

92%
Share
of Search
55%
Share of
SmartphoneWebTraffic
36%
Share of
Social Media
40%
Share of
Online Retail Sales
Google
is the
Digital Information
infrastructure
Apple
is the
Internet of Things
infrastructure
Facebook
is the
Digital Community
infrastructure
Amazon
is the
Digital Delivery
infrastructure
Worldwide
And
by
2025?
Case Point
GAFA| Vision + Customer Centricity = MarketLeadership
Each of the GAFA companies leverage unique customer-centric business models to capitalize on their market leadership
positions by developing visionary directions to not only service today’s customers but also to shape future markets and
customer needs with visionary foresight.

Expanding traditional business
to view the world with a wide
open lens has allowed GAFA
companies to widen its
influence and become
disruptive forces across markets
based on a “what is possible”
customer vision and approach.
The end result – exponential
business opportunities with
unlimited brand affinity
potential servicing a global
population as opposed to small
pockets of targeted consumers.
Case Point
GAFA| Vision + Defined Purpose = Market Influence

Case Point
GAFA| Vision + Inspired Innovation = Great Products
COMMON THEME
Don’t just improve
customers’ lives –
CHANGE THEM.
“ There are two ways to
extend a business! Make
an inventory of what you
are good at and extend
from your skills out!
Or determine what your
customers need and
work backwards, even if
it requires learning new
skills!
- Jeff Bezos, Amazon CEO

MAPS
TO MOBILITY
DOWNLOADS
TO STREAMING
MOBILE
TO NEXT-GEN PLATFORMS
FULFILLMENT
TO LOGISTICS
Self Driving
Cars
Music
Streaming
Virtual
Reality
Same Day Air
Delivery
Case Point
GAFA| Vision + Great Experiences = Powerful Brands
Challenging traditional recipes for success. Useful products + great experiences = powerful brands.

Case Point
GAFAnomics | Inspirational Learnings and Lessons.
Source: FaberNovel
Net Takeaway | No Barrier Is a Stopping Point with Vision, Commitment, and Action.
Competitive barriers to entry are getting lower everyday.
Digital has led to a faster cycle of innovation with its corollary of
reducing product life cycles.
Customer expectations are higher than ever before.
Boundaries between products and services are blurring:
customers want experience, not products.
1.
2.
3.
4.

Case Point
Source: FaberNovel
Net Takeaway | The New Economy Creates New Rules.
1. The “free customer”
GAFA have redefined the customer concept. They make no difference between a
paying customer and a non-paying one. GAFA set out to make themselves
indispensable to as many people as possible.
2. The “utility value model”
GAFA have redefined value creation. They first think in terms of customer
commitment rather than financials. Delivering sustainable customer value prevails
over short-term profitability.
3. The “pirate management”
GAFA have redefined talent management. They created an innovation friendly
environment to supercharge performance and pioneer the future.

Case Point
Source: FaberNovel
Net Takeaway | Traditional Business Needs Must Be Redefined.
3. Value Creation
Traditional businesses think about value creation as roughly revenue
minus costs. GAFA have redefined value creation by putting themselves
in a customer’s shoes.
Making theircustomerssave time and effort is a strategic performance
indicator. To the extent that deliveringsustainablecustomervalue
prevailsover short-term profitability.
4. Core Business
GAFA redefines their core business not in product or service terms, but
in terms of being in businessto solve customerproblems.The concept
can apply to any type of business as long as the mission is to deliver
customer value.
5. Management
GAFA fosters a “Hacker Mentality” for projectownershipthrough
responsiblesmall teams encouragingobjectiveand data-powered
decisionmaking.It replaces the notion of expertise and know-how with
the notions of “learnability” (ability to learn what you don’t know)
leading to greater innovation.
1. Customer
If you ask a traditional company how they define
customers, they will probably answer “those who
purchase”. The GAFA model redefines the customer
relationship as one where all customersdeserveto be
deliveredthe best possiblecustomerexperience,not
just a sales pitch.
In the past, a transaction was what made a customer,
now it is anyone who gives a company attention.
2. Addressable Markets
GAFA have radically questioned the notion of
addressable markets.
When launching a business, GAFA never thinks about
geography or culture. Any connectedhuman beingis a
potentialcustomer,and any non-connected human
being needs to become one.

Case Point
Source: FaberNovel
Net Takeway | Everyone Is A Customer ˗ Even Without Money.
Everyone who gives a company attention is considered a customer.

Case Point
Source: FaberNovel
Net Takeaway | The Customer Base Is the Mother of All Growth.
All GAFAdecisions are primarilyfocusedon gainingandretainingcustomers.
Gettingcustomers to commit is the foundation on whicheverythingcan be built.
It is the path
towards revenue.
“Show me the value, I
will show you my
money”.
GAFA builds strong and
direct relationships with
their customers, who are
hence more eager to
transact with them.
It acts as a
barrier to entry.
Great value helps build
positive word-of-mouth.
The larger the base of
happy customers, the
more attractive they
become and the harder it
is for competitors to
challenge them.
It leads to
more value.
GAFA leverages
economies of scale to
cover fixed costs more
effectively and reflects
this by lowering prices
on products.
It is an innovation
catalyst.
Data processing makes it
possible to explore and
experiment with new
value pathways: add-on
features, product
innovation and
revenue streams.
Data paves the way to a
new era: large-scale
customization.

Case Point
7.9 Billion People
[Potential Customers]
Source: FaberNovel
GAFA doesn’t think in terms of geography or culture.
They rely on the belief that any connected person is a potential connection and customer.
Net Takeaway | The World Can Be Viewed Using A Different Lens.

Case Point
Source: FaberNovel
Net Takeaway| Value Creation Now Defines Core Business Directions.
1. Make smart and meaningful things.
GAFA are bolstered by a strong vocation: to help people save
time and effort in their daily lives. Products & services are all
the more valuable because they are intuitive to use reducing
product adoption friction for mass market appeal.
2. Fostervalue creation rather than revenue.
GAFA cares so much about meeting customers’ needs that
they sacrifice short-term revenue and profits. Released from
the obsession with short-term profit, they achieve excellence:
delivering the best possible experience and making it truly
accessible.
3. Reinvent how business is conducted.
Commitment is a scarce commodity. The magic lies in meeting
and anticipating customer demands in a timely manner, at
the risk of letting competitors gain a lead. GAFA have set out
to operate any type of business as long as they deliver value.
Customer
Value

Case Point
Source: FaberNovel
Net Takeaway | Emphasis Should Be On Managing Customers – Not Products.

Case Point
Source: FaberNovel
Net Takeaway | Touchpoints Create Integrated Seamless Experiences.
Constantly re-evaluating their core
business models, GAFA companies
continually learn new skills and
expertise to create seamless,
integrated experiences across
touchpoints to better service
customers.
The end result – core business
models continue to evolve creating
richer opportunities for business
growth.

Case Point
Source: FaberNovel
Net Takeaway | Touchpoints Create Daily Brand Engagements.
GAFA sets out to operate any type of
business as long as they can deliver value.
Through differentiation and innovation,
GAFA seeks to become the one and only
digital destination for its customers.
The end result – larger markets and
customer base, an increase in average
customer revenue, and higher retention
rates through integrated experiences
leading to greater lifetime customer value.
The endgame is delivering the best
possible digital experience.

GAFA businessandmarketingtransformationalmodelscanbe replicable.
Thekeylearningis with VisionandLeadership,a CustomerCentricapproachfocused
on the customerexperiencecanbe reimaginedto ensurebusinessrelevancyandsustainability
in an everchangingconsumerlandscape.

Now with a bit of inspirationand understandingbehind us,
takethe opportunityto re-review howbest youcannavigate
the transformationlandscape.

NAVIGATING DIGITAL
TRANSFORMATION
LEVERAGING A TRANSFORMATIVE GUIDING FRAMEWORK.
Transformational Change
Navigating Business Change

Changeis nevereasy.
Tobeginchangeand tonavigatechange,we mustfirst address
the commonbarrierstochange.

COMMON BARRIERS
BUSINESS CHANGE IS NEVER EASY.

UnderstandingandNavigatingCommonHurdles.

STRATEGY IN A SILO
THE EXPERIENCE FEELS DISJOINTED.
Many of today’s marketing and digital strategies are practiced in a silo.
Different departments manage different steps in the customer journey, let alone
collaborate. They often act as their own fiefdom. They use different standards
and metrics to measure success.

INTERNAL POLITICS
TRANSFORMATION THREATENS THE STATUS QUO.
This causes self defense mechanisms to kick in. Executives push back.
They concentrate on their own priorities. Personal agendas win
in favor of what’s right or best for the organization.

BUDGET ALLOCATION
BUDGETS ARE LOCKED WITHOUT PROOF OF ROI.
Digital is still reasonably new and unproven. It requires continuous experimentation
which often occurs in silos. Success and failure is rarely communicated beyond
individual departments or teams making ROI difficult to measure.

DIGITAL FRAGMENTATION
PRIORITIES ARE MIS-ALIGNED.
A lack of digital planning often exists in many organizations. System and platform
efforts are typically strewn across multiple departments with no real dedicated teams.
Singular digital initiatives including websites, channels, apps, and/or e-commerce is
fragmented with lower priority given to a truly integrated digital ecosystem
aligned to an omni-channel customer experience.

EDUCATION
INTERNAL KNOWLEDGE, VALUE SYSTEMS AND BELIEFS ARE DISJOINTED.
Vastly different levels of knowledge, skills and comfort exists in typical enterprises.
Knowledge is scattered across the organization. A Millennial (Digital Natives) versus
Baby Boomer (Digital Novices) divide may exist causing internal friction.

LEADERSHIP
CHANGE CAN BE HARD AND PAINFUL.
Vision and someone to lead is critical. Employees will routinely follow a course
of Business As Usual. Digital is kept at arms length or in fringe conversations.
It may be viewed as a threat. A lack of digital specialists typically
means strategy will often be viewed in silos or isolation.
Navigating Transformation

CULTURAL CHANGE
SUCCESS WILL ONLY COME WITH A WILLINGNESS TO FAIL.
Without a culture in which employees can explore (and occasionally fail)
without fear of reprimand, digital transformation benefits will likely never materialize
and organizations will further be put at risk to survive the digital age.

DISPARATE DATA
DATA INSIGHTS ARE KEY YET DATA REMAINS LOCKED IN SILOS.
Existing infrastructures and processes lack a data model to gather and distribute data.
Data remains in a silo, spread across departments or disparate systems. There exists a
lack of understanding of what data is collected and who owns the data. There is no
investment in staff and process to deliver data with actionable insight.

The starting point is knowing where the barriers are
to be able to take steps to resolve them.
For those willing to embrace change, barriers can be navigated.
But it must begin with acknowledging them and then having insight
into the nuances and depth of each barrier that will be
unique to each organization.
BARRIERS CAN BE OVERCOME.

As you reflecton the commonchangebarriers,
it maybe relevantto reviewsomeadditionalguidingconsiderations
organizationsare facingformoving theirtransformation
initiativesforward.

CONSIDERATIONS
ADDITIONAL REFLECTIONS FOR CHANGE.

q There may be staff, resource, skillset, and budget challenges which may exist within the organization to
quickly adopt digital transformation. Transformation doesn’t just happen over night. Identifying early short
falls should align to realistic roadmaps, timelines and expectations. A prioritized building block approach to
transformation may be the most valued approached to the initiative.
q The short-term goal for all initiatives should be to put into place progressive frameworks, strategies,
processes, and roadmaps that will evolve, and which will allow your organization to begin executing against
them to create a solid foundation for which can grow and mature overtime into future for longer-term
success.
q Reinforcing digital transformation will require activating and elevating champions, advocates, change agents,
and working groups across the organization and in support (IT, sales, marketing, customer service, HR) for the
adoption of the value proposition and the vision. However, how you get from where we are today to where
you want to be in the future will come from the understanding that digital transformation is not a “set and
execute” one time strategic initiative.
q As stated, digital transformation has to naturally evolve over time… building on each past success and
promoting them internally as the organization continues to develop best practices and grow its internal
resources, skillsets and expertise at each phase in its digital transformation journey is a critical transformative
step of the initiative.
Reflection Point
Additional Considerations for Guiding Transformation.

q Stewardship roles for change agents and key stakeholders will need to apply an agile management approach
leveraging expertise with scale and balance to execute a strategic transformative direction at the highest
possible levels that will ‘phase in’ building block programs and initiatives based on capabilities and budgets
unique to the realities facing the organization.
q If you are a global organization, you must also be able to demonstrate you can leverage expertise, staff and
resources across a global (IT, sales, customer service, marketing, HR) operations footprint in a cohesive,
seamless team effort for applying the best possible resources for each transformation engagement and the
aspirational Total Experience customer concept.
q The key to all early success will hinge on the ability to quickly and effectively establish proof cases as credibility
for demonstrating and reinforcing transformation is clearly and quantifiably impacting business milestones in
all transformation areas impacted.
q And the bigger picture point which needs continuous reinforcement is the appreciation that any progressive
building blocks proposed and implemented today will be designed to grow and mature over time as ROI is
demonstrated and as the organization’s internal expertise and skillsets grow and mature. It will be a recurring
process of planning, experimentation, execution, measurement and refinement.
Reflection Point
Additional Considerations for Guiding Transformation.

With all theseconsiderations inmind and as applicable,
navigatingandactivating transformationwill requirea guidingframework
to stewardongoingeffortsand to help solidify a structureddirectionalapproach
to speedup planned progressivestepsin the initiative.

PILLARS OF CHANGE
SIX (6) CORE TRANSFORMATIVE PILLARS TO FUNDAMENTAL BUSINESS CHANGE.
Framing Transformative Business Change

A TRANSFORMATIVEFRAMEWORK
ThereareSix (6)Core TransformativePillarstoFundamentalBusinessChange.

Alignstrategicdirectionsfor transformational change.

EXTERNAL DEGREE OF CHANGE
INTERNAL
ABILITY
TO
CHANGE
EMPOWERMENT
CUSTOMER
CENTRICITY
INNOVATION
LEADERSHIP
& VISION
stewardship cultural change
adaptive change
risk & reward
Vision
Leadership
Transformation
Consider four core strategic directions to impact three fundamental business change areas.
ReflectionPoint
PromoteChange Through(4) TransformativeStrategicDirections.
Customer
Experiences
Operational
Processes
Business
Models
TRANSFORMATION CORE PILLARS OF CHANGE
1
2
4
3

Roadmapthe majormilestonesforthe transformationalchange.

Transform
Marketing
Define
Strategic
Directions
Apply
Process &
Methodology
Realign
Workflows
& Budgets
Optimize
Journeys
Optimize
Touchpoints
Optimize
Experience
Engage &
Collaborate
Measure &
Improve
Reinforce
Sponsorship
Create
Steering
Committee
Document
Change
Needs
AdoptValue
Proposition
Define
Vision
Reinforce
C-Suite
Support
Acquire
Adequate
Funding
Enlist
Change
Agents
Mobilize
Efforts
1. LEADERSHIP AND VISION
2. EMPOWER THE ORGANIZATION
Reflection Point
There Is A Logical Navigation Flow To Digital Transformation.
3. MOBILIZE AND TRANSFORM WITH INNOVATION
4. REDEFINE THE CUSTOMER EXPERIENCE
Promote
Vision
Build
Roadmaps
Governby
Committee
Expand
Skillsets
BuildTech
Stacks
ApplyData
Analytics
Encourage
Change
Be Risk
Friendly
Mobilize
Organization
Reinforce
Cultural
Change
Align to
Customer
Centricity
Reimagine
Customer
Experiences
Emphasize
Customer
Loyalty
Align
Business
Processes
Focus on
Customer
Needs
Use Data
for Business
Intelligence
BuildLasting
Relationships
Continually
Learn &
Improve
Creating a milestone roadmap will enable a guiding structure to manage transformation.

Managetransformationalchangewith structuredstewardship.

ReflectionPoint
StewardDigital TransformationVia A StructuredFramework.
Steward the initiative across four distinct areas of agile management focus.
Source: MIT, CG
Frame the
Digital Challenge
Focus the
Investment
Mobilize the
Organization
Sustain the
Digital Transition
Build & Expand
Awareness Across the
Organization
Fund the
Transformation
Promote New
Behaviors and Evolve
Culture
Build Foundational
Skills
Establish Reachable
Goals & Milestones
Build Governance Earn the Right to
Engage Employees
Create Incentives and
Rewards
Craft the Vision and
Align Top Team
Translate Vision Into
Action
Align Workgroups and
Signal Ambitions
Measure, Monitor and
Iterate
FRAME FOCUS MOBILIZE SUSTAIN

Empowertransformationthroughbusinessculture,riskandreward.

ReflectionPoint
EmpowerTransformationWith a Digital BusinessCulture.
Principles of Empowerment
1. RightMindset
• agile, lean, disrupt, fail fast,
customer-centricity, MVP, start with
why, experimentation
2. RightToolset
• modern, collaborative, lightweight
and effective tools
3. RightBehavior
• buy-in and support from leadership,
aligned incentives across silos, no fear
or rejection for new approaches
4. RightFeedback Loops
• learn from digital experimentation,
repeat and iterate, challenge results,
develop risk and reward incentives
Engageandincentivizestakeholdersacrossthe organizationto builda businesscultureof change.

Leveragetransformationalchangethroughinnovation.

ReflectionPoint
Start TransformationWithMarketingAs The Initial Agentof Change.
Reimagine the external-facing
customer experience from different
operational perspectives.
Rework and/or redefine internal
operating processes and business
models.
Marketing as the primary function within business will become the initial agent of change using a combinationofdigitalstrategies,
channels,tactics,andtoolstoredefinethecustomerexperiencethroughbusinessmodelsandoperatingprocesses.
Bring stakeholders together for collaborative business change across business operations.
IT, Sales, Marketing, CustomerService, Human Resources.
Offline
Touchpoints
Online
Touchpoints
Owned,
Earned, Paid
Media
Web
DigitalHub
ORGANIZATION

Createculturaltransformationalchangethroughcustomercentricity.

ReflectionPoint
Customer Centricity PutsTheCustomer AtTheCenter ofAllBusinessChange.
BEING CUSTOMER-CENTRIC
MEANS
§ Align organization around the
customer.
§ Put customers at the heart of the
company leveraging experience
design.
§ Create a company-wide customer-
centric culture.
§ Reinforce customers’ needs first, no
matter what.
§ Listen to customers, understanding
their needs, acting and repeating.
Monitor the online conversation.
§ Offer a positive customer experience
from the start of the awareness stage
all the way to the post-purchase
process and advocacy stage.
Articulate aclear valueproposition,visionandroadmapwith encouragedemployeefeedbackloops.

Throughthese(6)corepillarsof transformativechange,
you will be able to plan and architectthe requisitebuilding blocks
for activatingand mobilizing changethroughoutthe organization.

ACTIVATING
TRANSFORMATION
ENVISIONING STRATEGIC DIRECTIONS FOR CHANGE.
Leading Business Change

Activationof anyTransformationInitiativemusthaveclearleadership.
Leadershipmustenlist changeagentsto guideand managethe effort
and adopta value propositionand vision.

LEADERSHIP
CHANGE AGENTS, VALUE PROPOSITION, VISION.
Leadership

“ Organizations that destroy the status quo
win. Whatever the status quo is, changing
it gives you the opportunity to be
remarkable..
Best Selling Author & Marketing Guru Seth Godin
Leading Business Change Leadership

Change Agents
EVERYTHING STARTS BY CHALLENGING THE STATUS QUO.

Challengingthe statusquoforbusinesschangerequiresan internal movement.
ThroughLeadership+ Vision
transformationalbusinesschangecan be willingly adopted
to becomean organizationalreality.

All Movements Beginwith ChangeAgents.
To build an internal movement,changeagentsmustbe enlisted
to be the stewardsof the initiative, createa senseof urgencyamongC-Suiteexecutives,
and expandmobilizationacrossthe organizationto expediteand setin motion
the requisitebusinesschangeand digital transformationprocess.

A person from inside or outside the organization who helps an organization transform itself by
focusing on such matters as organizational effectiveness, improvement, and development. A
change agent usually focuses his efforts on the effect of changing technologies, structures and
tasks on interpersonal and group relationships in the organization. The focus is on the people
in the organization and their interactions.
Definition: Change Agent

You’lllikelyneedto expandthe recruitmentandenlistmentof changeagents.
Stakeholdersultimatelybecomethe face of organizationalchange
to champion and drivethe businesstransformationprocess.

It requires ateameffort.
Key Roles,Purpose& FunctionsMayVarybyIndividual…
Organizationaltransformationdoes trulyrequire a teamof changeagents.
Keystakeholdersneed to be enlisted acrossall businessoperationsto impactand benefit
businesschangethroughan internal movement.

To recruit and enlist thesekeyinfluentialstakeholders,
changeagentscan be identified usingleading questions.

Reflection Point
Recruiting Change Agents
q Who will lead the movement?Who will be the internal voice to inspire change?
q Who will be the internal champions and stewardsfor change? How will they be recruited? Across
business operations?
q Who will create the business case and business model for C-Suite|Board adoption?
q Who will explain and document how a better “CX” can be a core business direction so that a wave
of organizational-wide support begins to build?
q Who are the internal departmentheads across Marketing, Sales, CustomerService, Human
Resources, and IT which need to be recruited and/or motivated? How can distributed teams and
efforts across a global footprint work in collaboration to create and reinforce a desired, integrated
customer experience which will benefit both business and customers as well as employee careers?
q Who needs to be recruited to form the requisite cross-functional steeringcommitteefrom
Marketing, Sales, Customer Service, Human Resources, and IT to collaborate and support change
across E-Commerce, Social, Mobile, Digital, and Real World?
REPRESENTATION

Oncechange agentshavebeenidentified,recruited andenlisted…
it will be imperativefor ChangeAgentsto workcollaborativelywith the
executivesteeringcommitteeto developand/or refine the value proposition and vision
througha needsanalysisto guidethe mobilizationof all transformativeefforts.

Reflection Point
Needs Analysis | Defining Operational Transformative Change
q What is digital transformation for the organization? What is the customer value proposition?What are the
goals and objectives? How can digital impact business change and efficiencies to impact the customer
experience?
q How can a cultural environment of innovation, employee empowerment, and risk and reward be built across
the enterprise?
q How can customer and channel marketingbreak out of silos for creating better omni-channel customer
experiences to have greater business impact?
q How will requiredbusiness systems,processes, methodologies,and technologies be integrated? What data is
available? What data can be collected? What will be the data framework? How will data be governed and used?
q How will the transformation efforts be rolled out and promotedacross the organization? What is the impact
on business, departmental staffing and business models in place?
q How can ROI or the promise of it be demonstratedacross at organizational levels?
q What is the plan to reinforce sponsorship support from the Board and C-Suite executives? Who needs to be
internal champions and are who are most likely to be receptive to business change, e.g., board members, CEO,
CDO, CXO, CMO, et al?
q How and when (at what stage in the movement)will the business case and/or progress updates be presented
to key sponsors to reinforce continued sponsorship?
REPRESENTATION

ReinforcingAll MovementsMustConsiderThe Organization…
One sizewill not fit all. Asnoted, changeagentsmust be realisticto consider
how transformativechangewill be unique to the organizationbasedon practicalities
of availableresources,expertise,skillsets,and organizationalcommitment.

And mostcritical of allis changeagentsmust be ableto
mobilizethe organizationintoactionthroughthe valuepropositionanda vision.

As organizationspotentiallyexpand their circle of changeagents,
the endgoalsmustbe clearlydefinedbeforeadvancingtransformation
to ultimatelydrive,manageandguidethe initiativeto achievesuccess.
Thereflectionpointis the valueproposition.

Value Proposition
REALIGNING TO THE CUSTOMER EXPERIENCE.

Not all corporationsbegin as digitaland data-drivenentities.
Tofullyembracedigitaltransformation,organizationswill need
a customervaluepropositionto embracedigitalasa business model.

Therefore,before realigninga visionfor businesschange,
a clearDigitalTransformationValuePropositionmust be defined.
It mustbe easilycommunicatedaimed atC-SuiteExecutives
to leverageheightenedsponsorshipandfurtherserveto createa senseof urgency
acrossthe organizationatall levels.

Why does a value proposition matter?
Fully embracing digital transformations require companies
to reimagine their business from a customer's perspective.

An effective value proposition will define a new way
of thinking about an organization’s business. It will tell the ideal
customer why they should buy from your company and not from
competitor brands.

It will put the customer at the center
for defining and/or refining the vision for where your organization can
make real change for business benefit which is at the core of
the transformation effort.

Six out of 10 companies have produced new
business models due to digital transformation
strategies, and over half of company CEOs say
that digital technologies have helped increase
revenues.
The most common benefits cited aligned to a
customer centricity business model approach
include: 40% improved operational efficiencies,
36% reduced time to market, 35% improved
ability to match customer expectations.
Source: Forbes
Reflection Point
RealigningBusinessTo The Value Proposition.
6

Framing the value proposition will provide the direction
required to realign the guiding vision for business transformation
which underpins all efforts.

Vision
ALIGNING VISION TO THE VALUE PROPOSITION.

VISION IS CRITICAL
There will be a need to embrace transformation with a clear vision.
Transformation needs an actionable vision.

Reinforcing everything discussed so far,
the Vision needs to align business benefits to the value proposition
and then be adopted by the C-Suite and be promoted
top > down into the organization.

And to be clear…
the Vision must be driven from
top > down for successful organizational adoption.
This is the only path to success.

q Case studies reveal the most successful transformation initiatives will focus as much (or more)
on how to drive change as on the detailed content of the change.
q A compelling transformative vision, with related engagement, governance and KPIs will allow
employees throughout the organization to identify new “whats” to meet or extend the vision
as the organization is mobilized for the transformation initiative.
q Successful transformation comes not from creating a new organization, but will reshape the
organization to take advantage of valuable existing strategic assets in new ways.
q The most successful transformative companies will gain value from investments they have
already made, even as they envision radically new ways of working.
ReflectionPoint
AValuedVision WillFocusMoreOnthe “How”Thanthe “What”.

ReflectionPoint
VisionIdeation| FromEcosystemto Mecosystem.
Where an ecosystem is a complex network or interconnected system of departmental operations in which business
operates serving singular business functions, the concept of a new Mecosystem in the Age of New Consumerism is
a re-orientation of this departmental model putting the customer at the center and reorganizing and integrating
department operations and business systems re-aligned to support the brand experience for realization of greater
business outcomes, customer loyalty and revenues.
q Informed by data, the Mecosystem considers the "real-
life" contexts surrounding the customer and seeks to
architect synergies across touchpoint experiences,
ensuring more relevant services and products are
delivered.
q The Mecosystem customer approach further helps
calibrate brand experiences based on customer needs and
preferencesthat are becoming increasingly social
and multi-sensory as created by digital by harnessing
collective intelligence through analysis and data.
Source: Interbrand Leading Business Change Leadership

Source: IBM Institute
Fashionistas Digirati
Beginners Conservatives
• Many advanced digital features
(such as social, mobile) in silos
• No overarching vision
• Underdeveloped coordination
• Digital culture may exist in silos
• Strong overarching digital
vision
• Good digital governance
• Many digital initiatives
generating business value in
measurable ways
• Strong digital culture
• Management skeptical of
business value of advanced
digital technologies
• May carry out some
experimentation
• Immature digital culture
• Overarching digital vision exists,
but may be under developed
• Basic digital capabilities may be
mature
• Strong digital governance across
silos
• Taking active steps to build
digital skills and culture
D
i
g
i
t
a
l
I
n
t
e
n
s
i
t
y
Transformation Management Intensity
Every company’s path to
Transformation will be unique.
In parallel with defining the vision, one of the
first steps to transformation is an
organizational assessment to identify current
strengths and weaknesses.
Depending on a company’s current level of
digital maturity,atransformationinitiative will
need to be uniquely designed to move the
business through progressive stages to reach
full digital transformation.
As digital maturity grows with each new
success, the vision can evolve expanding the
backbone to iterative roadmap planning.
Reflection Point
Vision Ideation | Digital Maturity Self Assessment.

Fashionistas Digirati
Beginners Conservatives
D
i
g
i
t
a
l
C
a
p
a
b
i
l
i
t
y
Leadership Capability
Reflection Point
Vision Ideation | Comparative Industry Maturity View.
Source: MIT, CG
Compared to industry transformation stages, some industriesare further along in the building of digital capabilities but
may lag in vision and strategy to affect transformation.
D
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g
i
t
a
l
C
a
p
a
b
i
l
i
t
y
Leadership Capability

Reflection Point
VisionIdeation| Change at Three(3) FundamentalBusinessLevels.
T
R
A
N
S
F
O
R
M
A
T
I
V
E
C
H
A
N
G
E
• Customer Understanding
• Top Line Growth
• Customer Touch Points
Customer
Experiences
• Process Digitization
• Worker Enablement
• Performance Management
Operational
Processes
Business
Models
• Digitally Modified Business
• New Digital Business
• Digital Globalization
Unified
Data &
Processes
Analytics
Capabilities
Business
and IT
Integration
Solution
& Product
Delivery
Digital
Capabilities
3
2
1
Reinforcing discussion points so far, a vision will impact business change at three fundamental levels.

Linked to Organizational Needs & Circumstances
A Vision will impact Transformation
Benefits for C-Suite Embracement.
q Competitive Advantage
q Innovation and Business Value
q Sales Growth & Revenues
q Operating and Organizational
Efficiencies
q Market and Customer
Management
q Improved Customer Service
q Create and Capture Consumer
Value
q Greater Brand Loyalty & Affinity
q Product / Service Innovation
Source: Altimeter
C
o
m
m
o
n
T
r
a
n
s
f
o
r
m
a
t
i
o
n
B
e
n
e
f
i
t
s
Reflection Point
Vision Ideation | Aligningand LinkingBusinessBenefits.
Leadership

Digital Footprint Ecosystems– digital hubs, owned digital assets, channels, platforms, content, integration,
personalization, real-time, geo, screen appropriate tightly integrated with all other customer touchpoint owned
assets (offline + online).
Digital & Departmental Teams – well defined inter-departmental (IT, sales, marketing, customer service, HR)
involvement, roles and responsibilities, monitoring & engagement to facilitate seamless positive experiences.
Digital Communications– enhanced digital marketing strategies, campaigns, promotions, customer engagement,
customer touchpoints, mobile, websites, apps, SMS, MMS, WAP sites, location-based services.
Digital Support – internal operational integrated processes, skillsets, collaboration, employee empowerment,
social employee guidelines, IT infrastructure and backbone, front-end systems and platforms, data frameworks,
database integration, marketing, customer and operational performance analytics, and business intelligence
management and mining.
Reflection Point
VisionIdeation |Realignment ToTheOrganization's Digital Journey.
Expanding on discussion points so far, a vision will impact business across operations and departments.

1
2
3
Innovate
Improve
Support
Level 2 Business Needs
• Business network/process redesign
• Enable business and partnerships
• Management information
• Process orientation
• Foundation systems
• Cost savings
• Operational information
• Functional orientation
Level 2 IT Focus
• Establish common IT infrastructure
• Build IT credibility
• Improve solution delivery
• Establish Enterprise Architecture
• Respond to ‘Consumerization of IT’
• Business growth and innovation
• Rapid configuration capability
• Market information
• Business integration orientation
Level 1 IT Focus
• Provide basic systems and services
• Stabilize operations and support
• Improve service delivery
• IT management fundamentals
Level 3 IT Focus
• Continuous strategy & planning
• Converge business and IT
• Expand and extend infrastructure
• Enable flexibility and agility
• Embrace ‘Consumerization of IT’
Time
Value
Demand
Supply
Reflection Point
Vision Ideation | Transformative Phased Timeline Approach.
Business
Transformation
Business
Effectiveness
Business
Efficiency
An effective vision will consider (3) stages and be able to communicate a roadmap to change based on milestone timelines.

Source: UHL Glénai
Reflection Point
Vision Ideation | Implementing Transformative Lifecycles.
Transformation
Will Not Be A One Time Event.
Lifecycle Planning
Based on your own unique
organizational assessment,
transformation roadmaps should
follow and align to lifecycles phases.
Iterative planning is required to
envision change, engage your staff,
empower continuous
transformation and optimize for
lasting change to reap more
efficient and greater outcomes.
An effective vision will include progressive iterative lifecycle steps and goals in the business transformational journey.
1 2
3
4

Although developing a vision may seem like a daunting task…
with conviction and commitment the steps and considerations outlined
can successfully begin to build an actionable vision leading to a roadmap
for transformational change.

C-Suite Support
ADOPTING AND EMBRACING DIGITAL TRANSFORMATION.

A quick note on C-Suite support and adoption.

To achieve real transformation, you must emphasize
a top / down approach to influence an empowered and customer-centric
organizational culture which can be spearheaded and supported
from within the C-Suite.

Reflection Point
Levels of Typical C-Suite Digital Transformation Support.
Source: Altimeter
Surveyed across industries, C-Suite
level champions varied with the CMO
followed by the CEO most supportive of
transformational change.
Sponsors may vary by organization.
However, C-Suite executive level
functional support across organizational
operations is required for successful
transformation to be successful and
realized.
C-Suitesupportmaydifferbyorganization.Ideally,theinitiativewillinspireallC-Levelexecutivestobeactivechampionsforchange.

As we have discussed, transformation starts with Leadership which leads to
the enlistment of change agents and the adoption of a value proposition and vision.
The next step must be empowering the organization to affect change.

EMPOWERMENT
EMPOWERING THE ORGANIZATION TO TRANSFORM AND CHANGE.
Empowerment
Mobilizing Business Change

Stewardship, Skills, Culture and Technology.
Empowering transformation is about creating a mindset for adopting
and impacting change internally within the business.
Mobilizing Business Change Empowerment

To evolve and to empower is to lay the groundwork for sustainable change
through four fundamental reinforcing directions as linked to the six pillars of
transformative change.

ARTICULATE VISION & PRIORITIES
WHAT WILL SUCCESS LOOK LIKE? WHY DO WE NEED TO CHANGE?
Employees will need to see that change is valuable for them and for customers.
Because elevating digital maturity will involve numerous building block projects,
it will require the need to prioritize the ”must haves” over the ”nice-to-haves”
by developing actionable, governable roadmaps.

CREATE CURIOSITY & A NEW MINDSET
ENGAGE AND EMPOWER EMPLOYEES TO DEVELOP NEW COMPETENCIES.
Digitally mature companies encourage employees to experiment and innovate
while equipping them with the right tools to resolve challenges. It requires
change agent leaders with the right qualities to inspire, influence,
and encourage collaboration.

LEVERAGE & USE DATA
INNOVATE USING PROCESS AND DATA-DRIVEN DECISIONS.
Leverage data to draw sound conclusions. Data is the lifeblood of a digitally mature
organization and is essential to driving change and innovation. Good data enables an
organization to calculate, understand, and articulate the value expected from digital
initiatives and to respond to and satisfy customers.

BUILD A CULTURE OF INNOVATION
BALANCE FREEDOM TO EXPLORE WITH INCENTIVES TO ACCELERATE INNOVATION
THROUGH CUSTOMER CENTRICTY.
Innovation is key to staying ahead of both known and emerging competitors.
For innovation to flourish, and for customer centricity to take root, organizations must
encourage and elevate cross-functional collaboration, and adopt agile management
approaches to strengthen the partnership between the business and IT function.

To engage the organization and to empower the organization at all levels
will require implementing these four guiding fundamental directions.

Reflection Point
Empowerment | Establish and Communicate Priorities for Change.
Identify Core Priorities.
As previously highlighted,
change can be difficult.
All organizations face it. Digital
transformation and priorities
will be different and unique for
each organization.
A basic need is to identify your
initial priorities and roadmap
change as building blocks to
mobilize efforts accordingly.
Grow and mature with each
success, replicate and iterate
across the global operations to
holistically transform the
organization.
Source: Altimeter Mobilizing Business Change Empowerment
Survey results describe the importance from executives surveyed of different building block
elements of digital transformation initiatives.

Reflection Point
Empowerment | Disseminate, Promote Vision and Priorities.
Prioritize Business Transformation Steps.
Before organizations can truly impact business change,
employees need to understand what success looks like and
why the organization requires change.
In the digital marketplace, the answer to “why?” should
center around how the digital investment and strategy
delivers incremental value to customers. This strategy should
be based on exercises in design-thinking that reveal what
customers value most. As the value proposition is articulated
to employees, it is important to build emotional connections
by explaining how change is valuable for employees.
Once the value proposition has been defined for each
building block initiative, determine which building blocks are
critical “must-haves” to the digital strategy and which are
“nice-to-haves” that may have to wait until time and
resources are available.
Source: UHL Glénai Mobilizing Business Change Empowerment

Reflection Point
Empowerment | Plan and Govern Using Building Block Elements.
Define The What and How.
Successful transformation is executed
by what some reference as Minimal
Viable Products (MVPs) aka building
block elements -- which is defined by
the digital steering committee and as
aligned and prioritized with the digital
vision.
Every organization will have differing
priorities as initially defined by their
unique core business needs identified
in the needs analysis assessment. Each
building block element should have a
transitional, iterative roadmap to
enable proper stewardship,
governance and mobilization.
Leveraging an agile management
approach, each building block can be
clearly managed for the What and
How to become actionable.
REPRESENTATION

Reflection Point
Empowerment| Be Agile To Engageand EmpowerThe Organization.
Leverage Agile Management Frameworks.
To elevate cross-functional collaboration, rather than
organizing work within functional silos, an agile management
approach enables cross-functional teams with diverse
perspectives to solve problems together and uncover
previously unknown opportunities. In this model, change
agents will take on formal and informal management roles to
govern and guide organizational efforts through each phase
of building block implementation.
Source: UHL Glénai
Management Roles
Transformational
IT Management
REPRESENTATION

Reflection Point
Empowerment | Activate and Mobilize The Organization.
Manage by Building Block (MVP) Execution.
Innovation and product management may require new ways of thinking and working rooted in agile methodology. Mature digital organizations
increasingly embrace the concept of introducing a minimum viable product (MVP) and then improving it over time. It’s a stronger approach than
striving for a full-featured big bang, which, in today’s market, could wind up being irrelevant by the time it is ready for launch. Each MVP can be
mobilized as an essential building block leveraging Meta Management principles.
Building
Block
(MVP)
Execution
REPRESENTATION

Reflection Point
Empowerment | Overcome Catalysts & Inhibitors to Change.
Overcome Barriers.
As discussed, there will be
many barriers to change
which may be foreseen and
unforeseen in the
transformation process.
It will be the role of steering
committees and change
agents to resolve barriers as
they occur to keep the
initiative moving forward.
Experimentation with the
concept of a cross-functional
catalyst teams to drive
short-term initiatives can
be a valued direction for
many organizations.
REPRESENTATION

Reflection Point
Empowerment | Expand Skillsets, Competencies & Innovation.
Motivate and Empower Employees.
It’s critical to allow employees to experiment and innovate
without fear of failure, resolve challenges more resiliently,
and champion change, while knowing they are supported.
Consider the skills required to successfully lead organizational
change (technology, digital savviness, collaboration,
influence) and identify individuals who will be a good fit. As
the digital journey evolves, organizations may need to
identify and prepare change champions at additional levels.
Digital maturity also requires employees to adopt a growth
mindset that motivates them to develop and use new skills as
operations become more digital. Training should be part of
the mix, but it is important to recognize the value and
importance of experiential, on-the-job learning.
REPRESENTATION

Reflection Point
Empowerment|Deploy TheRightToolStacks ForWorkflowEfficiencies.
Provide The Right Platforms & Tools.
When selecting and configuring a tech stack
which becomes a critical backbone
component to enable transformation, an
integrated framework should reflect four (4)
core considerations.
1. People | Usability and friendliness over
back-end and admin needs.
2. Platforms | Best-of-Feature solutions
over Best of Breed (Suite) or All in One
Suites are best choices.
3. Features | Out of box solutions over
alternative coding platforms to reduce IT
resources and investments.
4. Integrations | Preferably native
integrations for seamless exchange of
business critical data over SAAS or API
integrations.
Source: martechtribe.com
Digital & Content
Management
Platforms
Supply-Chain,
E-Commerce Tools
Call Center,
Community & Social
Platforms
Assorted Workflow
& Collaboration Tools
Business Intelligence
& Research Tools
Marketing & Email
Automation Platforms
ERP, SAP, CRM
Platforms
Mobile Marketing
Automation Platform
Reputation Mgmt.
& Analytics Platforms
Centralized Data Backbone Framework
REPRESENTATION

Reflection Point
Empowerment | Become Data Driven To Drive Transformation.
Make Data Essential for Decision Making.
Data is the lifeblood of the digital organization. Mature
digital companies foster a culture that pushes leaders and
peers to use data when making decisions.
Good data is essential to determine the value of change
and to articulate the results you expect from digital
initiatives. Without well-defined success measures, it will
be difficult to inspire leaders to model the right behaviors
and also evolve performance management systems and
incentive structures to reward desired behaviors.
One way to use data to promote the right behaviors for
data use is to communicate “use cases” that demonstrate
how a particular change is tangible and measurable.
Examples can point to progress that a team is making and
the impact of its work. This motivates others to find similar
opportunities and demonstrate comparable behaviors.
REPRESENTATION

Reflection Point
Empowerment|Integrate Front-EndwithBack-EndOperational Processes.
IntegrateCommonDomainsofExcellence.
It’s essential to integrate and link business
processes, platforms and systems.
What this looks like and how this integration
is facilitated will depend on the organization,
and how it transacts business with its
customer.
It likely will influence all customer channel
touchpoints (online and offline), across the
entire customer journey at each point of
customer engagement.
It will influence back-end operational
processes, platforms and systems for
enablement of greater collaboration across
operations to deliver requisite business
intelligence to enhance the overall customer-
facing experience.
Source: MIT, CG Mobilizing Business Change Empowerment
REPRESENTATION

Empowering the organization for business change does require cultural change…
embracing the right mindset, management, tools, skillsets and motivations.
As empowerment is realized, innovation through process and methodology
enables the delivery of a business transforming customer experience.

INNOVATION
REIMAGINING CUSTOMER EXPERIENCES VIA PROCESS & METHODOLOGY.
.
Innovation
Architecting Business Change

“Digital marketing is at a crossroads, and it’s
the brands that understand the role of
context in delivering customer value that
will excel in this new era of connectivity.
Analyst, Best Selling Author, Speaker Brian Solis
Architecting Business Change Innovation

Innovation begins with process and methodology as underpinned by
four key digital enabling requirements which forms the underlying foundation
for delivering new brand experiences aligned to customer value.

Reflection Point
Innovation | Four Underpinning Digital Enabling Requirements.
CustomerValueCanOnlyBeRealizedIf
InnovationisUnlockedandEnabled.
To innovate and to transform is to apply
process and methodology which can be
empowered with leadership, collective
experience and knowledge.
All innovation is linked and starts with this
premise using four key enablers.
1) A unwavering commitment to place the
customer at the center of transformation.
2) A digital savvy workforce skilled across line-
authority business disciplines.
3) Stewardship via process to drive
operational excellence across building block
element execution.
4) Organizational IT excellence and data
governance to support the requisite digital
business ecosystem.
Source: UHL Glénai Architecting Business Change Innovation
1
2
3
4

To innovate and transform is to create customer value
through experiential design delivered at each customer touchpoint.

Through process engineering and methodology,
you can innovate and reimagine experiential marketing
and the customer experience.

Marketing Design
REIMAGINING EXPERIENTIAL MARKETING.
Architecting Business Change
Innovation

Reimagining marketing begins with an experiential transformative framework.

Where you can activate experiential design using a 12 step guiding process.

Advance
Discovery
Digital Ecosystem
Optimization
Strategic
Directions
Campaign
Planning
Customer Journey
Alignments
Brand Experience
Touchpoints
Workflow Team
Collaboration
Measurement
& ROI Analysis
Digital Ecosystem
Alignments
Content Marketing
Directions
Community
Management &
Engagement
Campaign
Building Block
Execution
ReflectionPoint
Innovation | Transformation Process Roadmap Framework.
REPRESENTATION

ReflectionPoint
Innovation | Experiential Transformation Marketing Framework.
REPRESENTATION
ProcessRoadmap | Marketing TransformationMaster Frameworks
Advance
Discovery
Digital
Footprint
Review
Goals &
Objectives
Review
KPI Review
Benchmark
Performance
Audits
Customer
Journey
Mapping
Ecosystem
Optimization
SEO
Alignments
Digital
Landscape
Navigation
Alignments
Content &
Publishing
Schedule
Alignments
Brand Identity
Alignments
Design &
Architectural
Alignments
Offline
Touchpoint
Integration
Strategic
Campaign
Directions
Vision, Goals,
Objectives &
KPIs
Target
Personas
Digital
Footprint &
Touchpoints
Brand Story
Branding
Online/Offline
Integration
Content
Production
Publishing
Localization
Mobile
Lead
Generation
Employer
Branding
Milestone
Management
Process &
Methodology
Search Engine
Marketing
Search Engine
Optimization
Paid Media
Experiential
Marketing
Social Media
Marketing
Mobile &
App
Marketing
Email
Marketing
Content
Strategy
Inbound
Marketing
Employer
Brand
Marketing
Workflow
Alignments
Global,
Regional
Alignments
Team
Structures
Team Roles
Corporate
Models
Hub & Spoke
Models
Decentralized
Local Models
Onboarding
& Continued
Learning
Content
Directions
Owned
Earned
Paid
User
Generated
Content
(UGC)
Campaigns &
Promotions
Technology
Stacks
Workflow
Management
Marketing
Automation
Community
Management
CRM & Lead
Management
Workflow
Collaboration
Data + Visual
Analytics
Business
Intelligence
(Insights)
Listening &
Monitoring
Web & App
Platforms
Ecosystem
Alignment
Channel Use
Optimization
Seamless
Integrated
Footprint
Customer
Touchpoints
Alignment
Channel
Content
Optimization
Building
Block
Execution
Budget
Alignments
Objective
Oriented
Phased In
Roadmaps &
Timelines
Omnichannel
Brand
Experience
Optimization
Global
Workflow
Management
Engagement
& Conversion
Community
Management
Lead
Tracking
Lead
Nurturing
Mobile
Optimization
Web Design
Real-Time
Personalization
Mobile First
Design
App Design
Team
Collaboration
Intra-Office
Global
Management
Inter-
Department
Agencies &
Stakeholders
Planning
Workshops
Workflow
Tools
Measure,
Analyze,
Optimize
Measurement
& Performance
ROI Analysis
Campaign
Optimization
Reporting
Cycles
Adaptation &
Re-alignment
Iterative
Planning
Cycles
Brand
Workflow
Management

Of note for global companies, experiential marketing design may require
hub and spoke activation with geo considerations where applicable.

However, ideally experiential marketing transformation enables
a shift from product and brand marketing to…
a focus on customer- and persona-based marketing.

Experiential
Campaign
Framework
Objectives
Budget Allocation
Campaign Planning
Promotions
Special Offers
& Contests
Content Marketing
Loyalty, Rewards &
Incentive Programs
Membership Programs
Community Portals
Engagement Apps
Offline - Commerce,
Special Events
Crowdsourcing
Brand Evangelism
User Generated
Content
Creative Direction &
Campaign Design
Brand Experience
Reinforcement
Execution Requirements
Channel Selection
Legal & Channel
Compliance
Technology Platforms
Web, App, UX
Development
Publishing &
Process Flow
Resource Allocation
Management &
Maintenance
Key Performance
Indicators
Measurement Cycles
Promotion Plan Budget Re-alignment
Execution
Measurement, Analysis &
Optimization Cycles
Adjustments & Adaptation
Reflection Point
Innovation | Experiential Marketing Campaign Design Framework.
REPRESENTATION

Once an experiential framework is designed,
process engineering will enable the transformation effort.

Process Enabled
PROCESS ENGINEERING MARKETING DESIGN.
Enabling Business Change
Innovation

“ You can only know where you’re going if
you know where you’ve been.
Legendary historian and documentarian James Burke
Enabling Business Change Innovation

Discovery
Enabling Business Change
Innovation

Develop business intelligence through discovery.

D
i
s
c
o
v
e
r
y
F
r
a
m
e
w
o
r
k
Digital Footprint &
Integration Review
Campaign Planning
Review
Benchmark
Performance Audits
Web
SEM|SEO
SMM
Email
Mobile, Apps
& IoT
Paid Media
Content
Lead Generation
Competitive
Landscape
Departmental
Collaboration
Internal Process &
Workflow
Offline / Online
Branding Integration
Online Reputation
Analysis
Existing Goals &
Objectives Review
Existing KPIs Review
Customer Journey
Mapping
Customer Persona
& Needs Analysis
Reimagining experiential marketing and design
starts with DISCOVERY which is a critical early step
to architecting a Digital Transformation effort.
q Reveals what’s broken and what’s not.
q Establishes a performance benchmark to measure
against future ROI.
q Identifies early baseline priority needs within the
current digital ecosystem and as aligned to offline
touchpoints which can be executed against a timeline
in advance of defining strategic directions.
q Provides the insights and intelligence required to
architect strategy, internal process and executable
tactical directions.
ReflectionPoint
Innovation | Advance Discovery Framework.
REPRESENTATION

ReflectionPoint
REPRESENTATION
Discovery Review Process Audit Inclusion
Digital Footprint (Ecosystem) What are the current digital assets? How are they linked (connected)?Managed and supported?
Existing Goals & Objectives
What are the current goals & objectivesdriving the digital efforts? Are they mapped to business goals and
objectives? Are they measurable?
Existing KPIs What does success look like? How is it currently being measured? What is the current performance?
Search Engine Optimization (SEO)
Brand and competitive SERP optimization (accessibility, indexability, on-page/ off-pageoptimization, keyword
analysis, link building) for all digital assets
Search Engine Marketing (SEM)
Paid search & display (objectives,campaigns & ad groups, budgets, targeting, bidding, delivery, ad rotation,
keywords,landing pages, device, ad schedules, A/B testing, overall performance).
Social Media Marketing (SMM)
Channel objectives & use, branding,profiles, descriptions,tags, links, practices and trends, content, targeting &
publishing, SEO & web traffic influence,unclaimed properties, KPI metrics, performance.
Email Marketing
Objectives& use, campaign frequencies,content themes, open rates, CTRs, landing pages, opt-in lead gen, list
management.
Mobile Marketing
Objectives& use, cross channel strategic direction, audience profile and needs, responsivedesigns (web, mobile,
landing pages), SMS/MMS,app use, A/B testing, optimization, KPIs, performance.
Advertising (Digital)
Objectives& use (banner, display, rich media, video, pop-up,mobile, native, social), campaigns & ad groups,
targeting, contextual delivery, media buys, ad rotation and schedules, design, landing pages, device optimization,
A/B testing, ROAS performance.

Discovery Review Process Audit Inclusion
Content Marketing
Content assets, strategy, optimization, objective-based use, production process,topics (brand, competitive,
industry), audience needs, re-purposing,re-targeting, performance.
Apps & IoT Objectives& use, strategy, design, development,promotion, in-app engagement, performance– opportunities.
Lead Generation
CRM platform, ecosystem integration, and process(lead acquisition, lead nurturing, triggered response,
behavioral tracking, real-time contextual content delivery,lead stage tracking, database segmentation and
management).
Departmental Collaboration
Inter-Departmental input (sales, customer service, HR, IT), information (data) sharing, independentdepartmental
initiatives / assets, departmental cooperation and support.
Internal Process & Workflow
Staff and agency resources,processes,systems and technology platforms, internal champions for change, other
stakeholder roles, C-Suite advocate support.
Offline/ Online Branding Integration Street level consumer branding tie-ins and integration; sales, customer service, HR tie-ins.
Online Brand Reputation
Competitive landscape benchmark review, online brand amplitude and resonance,discussion topic themes,
brand /productsentiments, levels of customer service and satisfaction, customer engagements and advocacy.
Customer Journey Mapping
Target persona development,online behavior and preferenceanalysis, digital touchpoints (heatmap),
multiscreen behaviors,content needs assessment.
ReflectionPoint
REPRESENTATION

Digital Footprint
Engineering Business Change
Innovation

Optimize the digital footprint for experiential marketing.
Engineering Business Change Innovation

Social
Media
Ecosystem
Optimization
Framework
SEO Alignments
Keyword
Optimization
Assessability &
Indexability
On-Page / Off-Page
Optimization
Link Building
Visual Branding
Alignments
Online / Offline
Integration
Seamless
Experience
Navigation
Alignments
Footprint Integration Content Organization
Publishing
Alignments
Keyword Density
Headline
Optimization
Publishing Schedules Channel Use
Architectural
Alignments
Mobile
Optimization
Objectives &
Roadmap
Web & Social
Design Flaws
Layout & Click Path
Corrections
Web
Properties
As an actionable outcome of the discovery
process, optimizingthe digital footprint allows
the transformation effort to begin on a solid
digital ecosystem foundation to align the
benefits of experiential marketing.
q Optimization of the digital footprint provides easier
consumer discovery.
q Aligns common and complementary branding across
all digital assets.
q Begins to implement channel best practices for
content production and publishing.
q Optimizes navigation for better digital consumer
experiences.
q Begins to address architectural and design flaws
across owned digital assets as well as mobile
optimization needs.
ReflectionPoint
Innovation | Digital Footprint Optimization Framework.
REPRESENTATION

Campaigns
Innovation

Develop an experiential campaign design framework.

REPRESENTATION
ReflectionPoint
Innovation | Experiential Campaign Harmonized Global Framework.
Reinforcing the master Brand through to
product marketing, experiential campaign
design starts with understandingthe
customer.
q Country, Region, Global alignment.
q Persona-focus targeted design.
q Funnel stage considerations.
q Omnichannel touchpoint integration.
q Journey-based alignment with owned assets.
q Multi-level experiential campaign executions.
q Retargeting and Loyalty considerations.
q Optimization based on leading KPIs.
Master Brand

ReflectionPoint
Innovation | Experiential Campaign Design Flow Framework.
Experiential
Campaign
Directions
Framework
Campaign
Objective
Defined
Goals
Aligned
ROI KPIs
Aligned
Campaign
Strategic Plan
Developed
Process&
Methodology
Frameworks
Workflow
Alignments
Geo-Regional
Onboarding
Channel
Touchpoint
Directions
Content & Asset
Directions
Themes&
Campaigns
Production
Publishing
Distribution
Localization
Promotion
Optimization
Engagement&
Conversion
Community
Management
Lead Tracking
Lead Nurturing
Real-Time
Engagement
Personalization
Mobile
Measurement&
Optimization
Planning
Workshops
Adaptation&
Adjustments
Roadmaps
Defined
Milestones
Established
Channel&
AssetNeeds
Assessment
Ecosystem
Alignedto
Journey
Mapping
Persona
Touchpoint
Content Needs
Assessment
Brand Story
Guidelines
Online
Offline
Integration
RegionalNeeds
Assessment&
Integration
Personas
Developed
with Digital
Touchpoint
Heatmaps
Assets
Developed
Technology
Stack Setup
Timelines
Applied
Budgets
Aligned
REPRESENTATION

Journeys
Innovation

Map the experiential touchpoint journey.

ReflectionPoint
Innovation | Aligning Customer Journeys Framework.
REPRESENTATION
Review past journey analytics and/or conduct new research and analysis to map the current customer journey. Interview
stakeholders for customer insights to identify opportunities and challenges.
Document any differences or nuances between current journeys and changing digital customers. Observe persona traits or
characteristics that are unique to the digital customer, and which influence all customer touchpoints.
Map the ideal sample journey based on touchpoint experiences and consumer behaviors. Organize the journey by channel
and device preferences.
Observe the gaps in journey touchpoints, and where investments are being made and for where they are not being made.
Assess the processes, policies, and systems that impact engagement with customers at each touchpoint. Pinpoint obstacles
and reimagine and optimize the journey.
Continue to analyze and study the “ultimate customer journey” in time cycle (six-month) periods to continually adapt
marketing investments and to reinforce the customer experience.
1
2
3
4
5
6

Visually Map and Align the Journey to Touchpoints.

awareness consideration purchase retention advocacy
PR
Radio, TV
Print
Trade Shows
Conferences
Word of Mouth
Display Ads
Email
PPC
Social Ads
Blog
Website
Direct Mail
News / Influencer
3rd Party Sites
Sales Call
Retail
E-Commerce
Community Forum
IM/Chat
Call Center
FAQ
Knowledge Base
Promotions
Blog
Social Networks
Newsletter
Email
Social Media +
Groups / Forums
CTAs
Paid Search
Landing Page
Email
Social Engagements
News Feed Content
Website
ReflectionPoint
Innovation | Mapping Customer Journeys Framework.
REPRESENTATION
Slide 307
Visuallymappingeachcustomerjourneytouchpointallowsforclarityastohowcustomersareengagingandinteractingwiththeorganizationand/orbrand.
Visualmappingalsoallowsforreflection andanalysisforoptimizingthejourney.
Physical Touchpoints
Digital Touchpoints

Re-Optimize the Journey and the Investments.

Digital Touchpoint Traffic Trust Credibility Influence
Website
Portal
Press | Articles
Paid Media + PPC
Testimonials
Price Comparison
Social + Communities
Online Videos
CTA Offers
Email
Blog
Performance
Dimension
Awareness Consideration
Product
Research
Compare
Solutions
Purchase
Customer
Service
Product
Support
Retention
Learn
More
Customer
Relations
Advocacy
High Touchpoint Low Touchpoint
Heatmapscanbeusedtoanalyzeandbetterunderstandhowcustomerstraverseandvaluethemulti-channeltouchpointlandscape. Heatmappingasatoolensures
bestresources,tacticsandcontentarealwaysappliedandoptimizedattherighttimesforeachdigitaltouchpoint.
ReflectionPoint
Innovation|Optimizing Customer JourneysandInvestmentFramework.
REPRESENTATION
Slide 309

Touchpoints
Innovation

Re-Align Digital Touchpoints.

ReflectionPoint
Innovation|Optimizing The Digital CustomerTouchpoint Framework.
REPRESENTATION
Slide 312
Second,Successive,Last Click
Consideration& PurposefulIntent.
First Click
Discovery,Awareness& Interest
First or SuccessiveClick
Awareness,Interest&
Consideration.
Consideration& PurposefulIntent
First or SuccessiveClick
Awareness,Interest& Consideration.
Consideration& PurposefulIntent
Direct Display
Email Referral
Social
Search

Define purpose and use of the owned digital channels footprint.

Websites
brand image
positioning
credibility
trust
confidence
SEO
Portals | Blog
brand image
reputation
building
credibility
trust
WOM
(sharing)
SEO &
backlinking
LinkedIn
brand image
reputation
building
credibility
competitive
differentiation
SEO &
backlinking
Twitter
brand image
reputation
building
awareness
engagement
credibility
consideration
SEO &
backlinking
Facebook
brand image
reputation
building
awareness
engagement
credibility
consideration
SEO &
backlinking
Email
brand image
reputation
building
CTAs &
backlinking
Instagram
brand image
reputation
building
awareness
engagement
credibility
consideration
SEO &
backlinking
YouTube
brand image
reputation
building
credibility
trust
SEO &
backlinking
Channel selection, purpose and use should match channel strengths and align to target persona preferences
unique for targeted audiences and for how audiences use the channel for targeted community interests and topics.
ReflectionPoint
Innovation | Experiential Channel Footprint Framework.
REPRESENTATION

Integration
Innovation

Visually design and then build the integrated seamless brand experience.

• Brand Story
• Branding Guidelines
• Content Needs
Seamless
Brand
Experience
Web & Portal
Assets
Social Media
Profiles
Email & SMS
Paid Media
& SEM
Mobile& Apps
Offline
Engagements
• Content
• Publishing
• Distribution
• Engagement
• Conversion
Campaigns
Budgets
Aligned
STRATEGICDIRECTIONDEFINED
• Measurement
• Optimization
• Workshops
• Planning Cycles
Ecosystem
Alignment
Asset
Development
& Upgrades
Community
Management
Optimized
Content
Distribution
Channel
Journey
Mapping
Lead
Nurturing
Opt-in
Lead Gen
Multi-touch
Alignment
Reach &
Discovery
Preference &
Multiscreen
Managed
Engagement
Efficiencies
Inbound
Marketing
Reflection Point
Innovation | Experiential Seamless Brand Experience Framework.
Innovation
REPRESENTATION
Slide 317

Leverage a requisite integrated experiential digital hub experience.

xx
Linked
In
You
Tube
Twitter
xx
Twitter
Face
book
V.me
France
Comms
Info
Incentives
Rewards
Collab.
Hub
Microsi
te
Membership
Microsites
Opt-In
Topic
Microsites
Rewards
Microsite
Product
Service
Microsites
xx
Twitter
Face
book
Twitter
Face
book
You
Tube
Insta-
gram
Corp.
Blog
Snap
Chat
Twitter
Linked
In
Parent
Hub
Website
Localized
Websites &
Touchpoints
Brand or
Product
Website
Corporate
Social
Profiles
Brand or
Product
Website
Affiliated
Websites
Gateway
Microsites
Customer
Portals
Special
Interest
Microsites
Campaign
Microsites
Linked navigation
Objective is to navigate to any touchpoint destination with a minimal of clicks. Aside from the navigational benefits,
a linked navigational digital footprint makes it easier to discover new content and brand engagement opportunities.
ReflectionPoint
Innovation|Experiential Integrated Digital HubFootprint Framework.
REPRESENTATION

SEM
Innovation

Design the experiential SEM framework.

Brand Conversation
• SHARING
• MENTIONS
• SHARES
• REPOSTS
• REVIEWS
EARNED
MEDIA
• WEB PROPERTIES
• PORTALS / MICROSITES
• MOBILE + APPS
• BLOGS
• SOCIAL MEDIA
• EMAIL + SMS
Brand Experience
OWNED
MEDIA
Brand Awareness
• BANNER ADS
• PAY PER CLICK
• DISPLAYADS
• RETARGETING
• PAID INFLUENCERS
• PAID CONTENT
PROMOTION
• SOCIAL MEDIA ADS
PAID
MEDIA
SEO & brand content
drive earned media
(sharing) & traffic
More exposure to web
properties is gained
with SEO and PPC
Sharing& engagement
is enhanced with paid promotion
When leveraged together -
owned, earned and paid media create
a comprehensive SEM strategy
ReflectionPoint
Innovation | Experiential Search Engine Marketing Framework.
REPRESENTATION

SEO
Innovation

Implement an optimized experiential SEO framework.

Search
Engine
Optimization
Framework
SEO Audit
Keyword
Analysis
Brand
Keywords
Competitive
Keywords
Relevance
Competitive
Performance
Long Tail
Keywords
Optimization
Footprint
URLs, Meta Tags,
Meta Data,
Descriptions
Site & Page
Submission
Sitemaps
Content
Siloing
Content
Owned
Publishing
Volume &
Frequency
On-Page
(Web)
Off-Page
(Social)
Mobile
Paid Social Native
Earned Engagements
Advertising PPC Banner Display
Measurement
Continued
Optimization
Analysis
Cycles
Optimization UX
Keyword
Density & Use
Rich Media
Rich Snippets
Multimedia
Optimization
Employee
Sharing
Link Building
Backlinking
ReflectionPoint
Innovation | Experiential SEO Framework.
REPRESENTATION

Paid Media
Innovation

Align paid media to the experiential customer journey.

Programmatic
Campaigns
Objectives
Channel Planning
Media Buy
Analysis
Display & Banner
Re-Targeting
Social
Mobile
Search
Rich Media
Native &
Syndicated
Ad Creation
Tracking
Developed
Budget Allocated Campaign Launch A/B Testing
Monitor
Performance
Campaign
Adjustments
Accounts Setup
Landing Page
Creation
PPC
Keyword
Campaigns
Objectives
Search Engine
Selection
Keyword Groups
Keyword Research Ad Creation
Landing Page Creation
Account Setup Campaign Launch A/B Testing Monitor Performance Campaign Adjustments
Budget Allocated
Tracking Installation
ReflectionPoint
Innovation | Experiential Paid Media Framework.
REPRESENTATION
Iterative Optimization Cycles
Iterative Optimization Cycles

Email Marketing
Innovation

Leverage multi-touchpoint experiential email frameworks.

Distribution Scheduling
Live Distribution
Email & Web Traffic
Analytics
Engagement
Optimization
Adjustments
List Management &
Maintenance
Email
Marketing
Framework
Objectives
Brand Experience
Reinforcement
Platform Selection
CRM Integration
Lead Generation
Programs
Opt-in
Promotion
Social Media
Website
Mobile Site
Campaign Execution
Target List Selection
Campaign Design
Campaign Schedules
Managed Frequencies
Budget Allocations
HTML Design &
Production
Multi-Touch
Theme Use
Brand Engagements Site Traffic
Call to Actions Landing Page Offers
Content & Campaign
Promotion
Engagements, Reach,
Traffic, Subscribers
Social Media
Community Building
Engagements, Follower
Growth, Social Sharing
Lead Nurturing
CRM Triggered Lead
Responses
Customer Loyalty &
Advocacy Programs
Rewards, Incentives,
News, Information,
Education
Campaign Planning
Workflow Management
List Management
Target Persona
Segmentation
Target Persona
Content Needs
q Campaign
Segmentation
q Target
Segmentation
q Recipient
Personalization
q Triggered Lead
Responses
q Custom or
Template Formats
q Automated Device
Optimization
q Social Sharing &
Linking
ReflectionPoint
Innovation | Experiential Email Marketing Framework.
REPRESENTATION

Clearly define the use of experiential email.

ReflectionPoint
Innovation | Experiential Email Distribution and Use Framework.
REPRESENTATION

Social Media
Innovation

Design social media marketing for customer experiences.

Social
Media
Marketing
Framework
Overriding Objectives
Purpose & Use
Target Persona
Channel Mapping
Channel Selection
Facebook
Twitter
YouTube & Vimeo
Instagram & Pinterest
Messaging Networks
Live Streaming
Networks
Popular New
Networks
Business Networking
LinkedIn & Xing
Community Portals
Popular Geo
Networks
Specialty Niche &
Emerging Networks
Target Persona
Content Needs
Product
Information
Community Services
Special Offers
Rewards & Incentives
Membership
Community
Engagement
Customer Voice
Brand & Product
Influence
Brand Experience
Reinforcement
Moments of Truth
Alignment
Channel Purpose
& Use Alignment
Channel Aligned
Content Strategies
Channel
Linking Alignment
Resource & Budget
Allocation
Channel KPIs
Execution
Measurement Cycles
Adjustments &
Adaptation
Budget Alignment
& Optimization
ReflectionPoint
Innovation | Experiential Social Media Marketing Framework.
REPRESENTATION

Mobile Marketing
Innovation

Design mobile marketing for experiential campaigns.

Use a mobile optimized web design approach.

Mobile Site
Separate version of corporate site
Separate domain
Usually a scaled-down version of main site
Customize format for mobile, but poor SEO
due to separate domain
More difficult to manage two separate sites
rather than one
Pro: Able to completely custom content for
mobile
Responsive Design
Use same code across desktop and mobile
website versions
Design will automatically format content for
mobile when it’s accessed from a mobile
device
Option is good for SEO because there’s only
one website
Always compatible with the latest mobile
devices
Quick set up but costs are usually higher
than a mobile site costs
Pro: Google-endorsed.SEO-friendly.Future-
proof for the latest mobile devices
Con: If not done correctly, responsivedesign
can slow down the mobile version of the site
Con: Responsivedesign may also require a
site redesign without mobile-specific
content
Dynamic Serving
Determines from where site is being
accessed (mobile, desktop,or tablet), and it
then servesa differentcode dependingon
the device
Strong SEO as it keeps the URL the same
while offering a customized format for the
user’s device
Expensiveto maintain because new pages
will need to be coded several times
Pro: Only one URL so dynamic serving is
another SEO-friendly option
Pro: Can include mobile-specific content
Con: Dynamic serving sites are tricky to
maintain because every time a new mobile
device comes out, there will be a need to
update the list of user agents to reflect that
new device
Con: Fairly common for desktop and mobile
devices to be served the wrong code
Eachbrandgrouporbrandassetmaybedifferent. Eachimplementationwould bebasedonuniquetimelines,prioritiesandgoals.
ReflectionPoint
Innovation | Experiential Mobile Design Website Frameworks.
Not Recommended
REPRESENTATION

Leverage mobile across touchpoints.

ReflectionPoint
Innovation | Experiential Mobile Marketing Framework.
Roadmaps
Resource &
Budget Allocation
Prioritized
Roll Outs
Manage to
Milestones
AppMarketing
Automation
Platform
Selection
Content
Directions
PersonaNeeds
Web (Mobile)
Optimization
Dynamic
Serving
Mobile
Centric
AppCentric
Mobile
First Design
Mobile
OptimizedSite
Architecture&
Design
Hybridor Mobile
CentricContent
Target Persona Use Touchpoint Objectives Strategic Directions
Web Assets
Mobile
Optimized
Responsive
Web Design
Seamless Multi-
Touch Experience
Dynamic Mobile
Specific Content
Mobile Apps
Purpose &
Persona Use
Competitive
App Review
Architecture
& Design
Content
Considerations
Engagement
Retention
Lifetime Value
Real-Time
Location
i_Beacons &
Geo-Fencing
App
Development
Incremental
Builds
In-App Experience
Optimization
A/B Testing &
Analytics
Push
Notifications
Measure Mobile
Engagements
Optimize Mobile
Platforms
REPRESENTATION

Leverage mobile apps where value can be delivered.

Owned Content Needs
Paid Media Needs
App
Promotion
Framework
App Store
Submission
App Store
Optimization
Cost Per Download
Analysis
Resource & Budget
Allocation
Active Promotion
Mobile
Advertising
Mobile Search
Social Media Profiles
Social Media
Advertising
Web & Mobile Sites
Email & Customer
Statements
SEO Content
A/B Testing Measurement Optimization
Resource & Budget
Re-alignment
ReflectionPoint
Innovation | Experiential Mobile App Promotion Framework.
REPRESENTATION

Content Marketing
Innovation

Build an experiential content marketing campaign strategies.

Systems
Platforms
Framework
Process
Analytics
Email
Campaigns
Paid Media
Retargeting
Publishing
Channels
Content
SEO
Planning
Marketing
Strategy Brand Story
CONTENT
MARKETING
ReflectionPoint
Innovation | Experiential Content Marketing Framework.
REPRESENTATION

Clearly articulate the content marketing objectives.

Package the structure,
framework, process approach
to be replicated and
leveraged across geographies
with corporate guidance and
oversight.
Universally build higher
consumer engagements
through aspiring and sharable
generation-oriented content
for all persona archetypes.
Leverage storytelling content
directions that build lifestyle
experiences which identify
with generational and pet
owner values.
Place emphasis, deliver
content and build experiences
on the most appropriate
channels mapped to regional
target generation appeal and
use.
Tightly integrate content
directions with the digital
ecosystem with links to the
physical world to create a
blended, seamless, and
holistic brand experience.
Build web traffic and
commerce to support
business goals and objectives
aligned to sales revenue
goals.
ReflectionPoint
Innovation | Experiential Content Strategy Framework.
REPRESENTATION
Overriding Objective
Build a Global, Omnichannel Brand Presence and Experience among target customers using timely, personalized
and contextual content.
Underlying Supporting Objectives
BUILD GREATER
ENGAGEMENTS
& SHAREABILITY
LEVERAGE
EXPERIENTIAL
MARKETING
SUPPORT
BUSINESS GOALS
AND OBJECTIVES
REPLICATE
ACROSS
GEOGRAPHIES
USE CONSUMER
BEHAVIORS
TO BUILD
COMMUNITIES
CREATE
SEAMLESS
CONSUMER
JOURNEYS
1 4 5 6
2 3

Develop a strategic guiding content framework.

ReflectionPoint
REPRESENTATION
Hub
and Spoke
Model
KPI & ROI
Managed
Engineered
Efficiencies
Content
Analysis
Steered
Customer
Journey
Driven
Iterative
Planning
Open
Team
Collaboration
KPI & ROI
Managed
Process
Engineered
Efficiencies
Content
Analysis
Steered
Customer
Journey
Driven
Hub
and Spoke
Model
Iterative
Planning
Cycles

Apply a structure to the framework with process.

Content Strategy Framework
Planning
(Structure)
Objectives
& Goals
Guiding
Framework
Brand Story
Development
Messaging
Platform
Resource
Planning &
Allocation
Business
Intelligence
Personas
& Content
Mapping
Channel
Mapping
Competitive &
Inspirational
Review
Benchmarking
& Audits
Content
Inventory
Audit
Internal
Performance
Benchmark
Development
(Frameworks)
Strategic
Directions
Campaign &
App Creation
Brand
Promotion
UGC
Events
& Retail
Tie-ins
Content
Creation
Personality,
Style & Voice
Guidelines
Channel,
Media &
Content Mix
Guidelines
Re-Purposing
Guidelines
SEO, CTA &
Landing Page
Guidelines
Performance
Tracking
Channel KPIs
Measurement
Analysis &
Reporting
Program Re-
Alignments
Management
(Process)
Content
Engineering
Workflows
Publishing &
Delivery
Tools &
Platforms
Asset Library
& Archival
System
Hub & Spoke
Implementation
Guide
Content
Distribution
Channel
Selection &
Integration
Paid
Promotion
Governance
(Teams)
Leadership
& Team Roles
Center of
Excellence
Consortium
Editorial
Board
Content
Leads
Executive
Steering
Committee
Content
Departments
Inter-Agency
Collaboration
Corporate
Oversight
ReflectionPoint
REPRESENTATION

Define the guiding process framework.

ReflectionPoint
Innovation | Experiential Content Guiding Process Framework.
REPRESENTATION
Planning Phase
Development Phase
Management Phase
Governance Phase
This phase builds the structure, framework and business
intelligence to guide the overall initiative.
As variouselements of the planningphase arecompleted, strategic
directions and guidelines begin totake shape intocontent frameworks.
In the management phase, Content Engineering is applied to
define management and workflow best processes incl. automation.
In the last phase, team structures including roles and processes
are put into place to govern the execution of the overall
initiative.

Plan and govern with specific guidelines.

ReflectionPoint
Innovation | Experiential Content Strategic Process Framework.
REPRESENTATION
• Objectivesare defined for the contentmarketing initiative
mapped to business objectives and goals.
• A strategic framework is built to guide, manage and govern the
initiative.
• The Brand Story is developed to be a common theme carried
throughoutall contentdevelopment.
• The message platform is reviewed and aligned to key core values
as a guiding instrumentfor contentdevelopment.
• Target demographic buyer personas are created to ascertain
interests,likes, affinities, personalities and online preferences
and habits.
• Channel mapping is conducted toalign target demographics
to channel use and influence.
• Competitive and inspirational digital contentaudits are
created to benchmark peerperformance,and to discover
deeper insights into the psychographicsof targeted
communityengagements.
• An internal contentinventory audit is conductedto identify
existing digital and physical assets which can be leveraged
into the new initiative.
• A performancebenchmarkaudit is conductedto measure
past performance,and to gather insights into communities
already built.
Planning Phase
This phase builds the structure, framework and business intelligence to guide the overall initiative.

ReflectionPoint
REPRESENTATION
• Strategic contentdirections are defined to govern and steer
contentproduction.
• Personality, style and tone guidelines are developed.
• Channel, media and contentmix guidelines are constructedto
define contentdevelopmentand publishing best practices and
directions.
• Content re-use / re-purposing guidelines are developed.
• SEO, CTAs and Landing Pages best practicesare outlined and
documented.
• Multi-device, mobile and cross targeting guidelines are
developed and documented.
• Campaign theme and style use guidelines by channel are
documentedfor Brand Promotions,UGC campaigns, with
added considerationsfor special events and any 'would be'
retail tie-ins.
• KPIs are identified and mapped to business objectivesand
goals using four categories of metrics:consumption metrics,
sharing metrics,lead generation metrics, and sales (e-
commerce)metrics.
• Analysis and reporting templates built. Review cycles
outlined.
• KPI thresholdsdetermined and documentedfor necessitating
program re-alignments.
Development Phase
As various elements of the planning phase are completed,strategic directions and guidelines begin to take shape.

ReflectionPoint
REPRESENTATION
• Workflows and processes willbe defined and documentedto
deliver maximum organizational efficiencies.
• Publishing tools and platforms will be selected,optimized and
activated.
• Processesfor analyzing ongoing content needsbased on past KPI
performancewill be identified.
• A digital asset library and archival processand system will be
built and activated for worldwide accessand use.
• Guidelines will be put into place for best practices to publish and
cross-promotecontentacross channels for tighter digital
integration.
• Guidelines will be defined to govern the use of Paid Content
Promotionbased on best practicesand per channeluse.
• The Hub and Spoke Model implementation guidewill be
written and published for promoting the initiative with
countryoffices. Implementationguide will outline the
contentstrategy in detail, and provide an easy step-by-step
tutorial for developing and executingregional efforts.
Management Phase
ContentEngineering will be implementedtoo define automation& management best processes.

ReflectionPoint
REPRESENTATION
• CoE (Center of Excellence)is a consortium ofexperts who
provide strategic leadership and guidance on best practices.
• The Editorial Board or Content Council is a team of content
creators and/or marketing professionals who meet regularly to
align content.
• Content Leads are individuals who editorially or strategically lead
individual content initiatives.
• The ExecutiveSteering Committee is a cross functionalstrategic
group to provide business oversight across the entire initiative.
• The Content Department /Division is the in-house, country
office (department)or agency group staff creating the
content.
• Inter-OfficeCorporate Oversight defines the roles and
processes toprovide corporate oversight and governance to
independentcountryoffice initiatives
• AgencyCollaboration defines the roles and processes for
collaboration among stakeholderagencies to ensure content
reinforces a seamless brand experience.
Governance Phase
Organizes Teams, Roles and Processes to Govern the Execution of the Overall Initiative.

Consider global content needs and management.

ReflectionPoint
Innovation | Experiential Content Global Needs Framework.
REPRESENTATION
q Corporate activity across its digital
platforms will serve as the benchmark for
global efforts.
q Corporate content production and use will
be leveraged widely for individual country
use with translation as required.
q The Asset Archival System or Digital Asset
Management System will serve to ensure
country specific digital profiles are
populated with quality, consistent, and daily
content.
q A support structure will provide near real-
time communications to inform global
offices and marketing teams of new best
practices, recommended content themes
and topics, and all relevant initiative re-
alignments.
Content Toolbox
Articles, advertorials, ambassadors,
blogging, branded apps, campaigning,
consumerprofiles, UGC and crowd-
sourcing, curation, digital Newsletters, email,
endorsements, images, infographics, interactive tools,
influencer, microsites,mobile applications, mobile
content,news releases, online magazines, podcasts,
print magazines, print newsletters,real-world events,
research & surveys, social content,traditional media,
videos and WOM should all be consideredas part of the
tactical toolbox.
Global Tactical Considerations

Apply a content SEO strategy.

ReflectionPoint
Innovation | Experiential SEO Strategic Content Framework.
REPRESENTATION
SEO Strategy
Original, engaging stories always win. Publishing
stories that people are compelled to share, link to,
and write about is simply the most organic path to
good performing SEO.
Keyword and audience research still matters.
Keywords may be more than the sum of their
phrasing, but content marketers should still use the
available research to help determine optimal
content themes.
Great headlines are key. Boring headlines don't
build engagements; at the same time, misleading
headlines may build lack of trust. To connect with
audiences in a lasting way, smart headlines tested
and optimized is the best approach.
Better content. More content. Content volume
cannot come at the expense of quality. Content
actually has to provide meaningful insights against a
specific topic or keyword to garner SEO benefit.
Optimize on both the page and platform level.
Meta tags and descriptions help search engines
know what’s on your page. Failing to follow best
practices can sabotage content discovery.
Get inbound links. Even if you’re creating
engaging, original content, it’s still important to
find other ways to get links to your site from
reputable sources. Content delivery (or
distribution) networks can be leveraged to spark a
large volume of traffic.
Social matters to search, in more ways than
one. Although Google and others are non-
committal on the exact role social media plays in
their complex set of considerations, the circle of
influence between social media and search,
including and beyond the traffic it drives, is
indisputable.

Apply a content social media strategy.

ReflectionPoint
Innovation | Experiential Social Media Strategic Content Framework.
REPRESENTATION
Social Media Strategy
Build a Content Hub. The website or blog should be
a key component of the content marketing strategy
(as well as your social media strategy), as this is
where we will direct followers to forge a deeper
relationships and conduct e-commerce.
Dedicate a content plan for each channel. For each
channel (profile), we need to understand why we
are present, and what content we will deliver.
Plan for each channel. Develop content based on
identifying channel goals, how we want consumers
to engage with us, what is the specific type of
content that will resonate with the channel
audience, the identification of the right tone, and
what the anticipated volume of content will be and
at what publishing cycle to keep followers engaged.
Develop with emphasis on shareability. this is
where the greatest influence can be realized.
Apply adequate resources. Develop a consistent
presence. Having an outdated presence on any
social platform looks far worse that not having a
presence there at all. Before we commit to a
platform, we must make sure we have the
resources to consistently produce content and
engage with followers.
Understand Pay to Play is the norm (especially on
Facebook) and organic reach of content needs to
be supported with paid native advertising.
It's not enough to be social, we have to be
socially involved. Building social relationships
does require an active and purposeful effort to
develop dialogue as a result of that content that
engages followers.

Develop needs and content development best practices.

Content
Performance&
Analytics Input
Needs Assessment
Input
Channel Mix Needs
Review
Persona Mix Needs
Review
Content Type Needs
Review
Tabulating &
Cataloging
ReflectionPoint
Innovation | Experiential Content Needs Assessment Framework.
REPRESENTATION

Ideation
Process
ReflectionPoint
Innovation | Experiential Content Ideation Framework.
REPRESENTATION

Content
Re-Purposing
ReflectionPoint
Innovation | Experiential Content Re-Purposing Framework.
REPRESENTATION

Develop an editorial, publishing and distribution strategy.

Content
Production
Routing
ReflectionPoint
Innovation | Experiential Content Editorial Routing Framework.
REPRESENTATION

Blog Post
Distribution
Example
ReflectionPoint
Innovation | Experiential Content Distribution Framework.
REPRESENTATION

Apply a process for oversight, analysis and optimization.

Weekly
Oversight
Process
The 4-1-1 Rule suggests that you should post four pieces of new content, one repost and one self-serving post. When you follow this
pattern, you will achieve the ideal ratio of original posts, engagement and self-serving posts.
ReflectionPoint
Innovation | Experiential Content Oversight Framework.
REPRESENTATION
Slide 375

ReflectionPoint
Innovation|Experiential Content PerformanceMeasurementFramework.
REPRESENTATION

Build Trust
SEO Text
Optimization
Create Quality Match Intent
Produce Calls
to Action
Establish
Authority
Continuously
Measure
Optimize
Engagements
with Visuals
Word choice, objectivity within published
content, UGC, and sharing expert advice
all matters. Limit overt pushy sales
approaches.
One of the keystones of content creation
is to match the user’s intent. Themes &
topics should optimized and mapped to
channel and customer needs.
Always apply filters for context and
relevancy with basic production criteria
such as grammar & spelling, formatting,
content length, focus, and readability.
Leverage a content marketing effort that
is both deep and wide. Create in-depth
expert advice posts and articles. Guest
blog for wider reach and influence.
Optimized content is action oriented.
Build into content calls to action to
stimulate customers moving to the next
step in the conversion process.
Images and videos are extremely
important for both engagement and
conversion decisions. Ensure images or
videos are in context with your content
and provide value. Manage load times
and SEO optimization.
Content directions should leverage
keywords for maximum user discovery.
Keyword research stimulates content
theme and topic ideation.
Continuously adapt and evolve based on
KPIs that govern channel and content
performance.
ReflectionPoint
Innovation | Experiential Content Optimization Framework.
REPRESENTATION

Do develop inbound experiential marketing campaigns.

Content
Marketing
Campaign
Framework
Objectives
Brand Experience
Reinforcement
Platform Selection
& Setup
CRM Integration
Content &
Lead Gen Strategy
Ideal Customer
Profiles
Target Persona
Segmentation
Competitor
Analysis
Keyword & PPC
Analysis
Website Readiness
Assessment
Campaign
Planning
Persona
Segments
Campaign Offer
Campaign Timeline
Triggered
Response Lead
Nurturing Rules
Call to Action
Offer
Landing Page
& Email Design
Resource & Budget
Allocation
Social Media
Tactical Plan
Channel Selection
& Use
Content Themes
Call to Action
& Offer Lists
Campaign Cycles &
Frequencies Defined
Measurement KPIs
Resource & Budget
Allocation Needs
Campaign Execution
Landing Page &
Email Templates
Built
A/B Test Content
Produced
Campaign Launch
Content Offers
Published &
Promoted
A/B Testing &
Optimization
Lead Capture
Lead Tracking
Lead Nurturing
Lead
Classification
Triggered
Responses
Measurement
Optimization
CRM Management
ReflectionPoint
Innovation | Experiential Content Marketing Campaign Framework.
REPRESENTATION

Do leverage storytelling in the design of experiential campaigns.

ReflectionPoint
Innovation | Campaign Storytelling and Messaging Framework.
REPRESENTATION
Analytical
What type of content
is resonating with
audiences?
Common
Center
Creative
Micro-moment
conceptualization
In serial format
Persona
Target
Identity Traits
Visual Cue
Identifiers
Message
Cue
Motivators
Social
Object
Creation
Optimized
Distribution
Events, Campaigns, Weekly
Engagements
1. What’s the objective?
2. What’s the desired result?
3. Who are we targeting?
4. What’s the visual storyline?
5. How and where will we engage?
6. What is success?
Everyone loves stories. Engaging audiences through relatable and entertaining stories.
Emotive micro-moment campaignconceptseasily come to life using storyboardingto develop serial storyline
visual assets.

ReflectionPoint
Innovation | Campaign Storytelling and Messaging Framework.
REPRESENTATION
A Storytelling & Messaging Approach.
q Each serial storyline would stand on its own to tell an expanded visual brand story over a series of multiple
posts leveraging the concept “consumer attention is best realized through snackable micro-moments.”
q Each individual post would also encapsulate a key visual/message takeaway that can also stand on its own or
be recalled with ease and emotional contextual relevance when viewed as part of the more expanded
storyline.
q Serial storylines can be of any length (number of posts or duration).
q Storylines can also overlap within a publishing calendar if strategically designed and scheduled for multiple,
distinct segmented audience profiles to reinforce the ability to continuously deliver fresh content to all target
audience newsfeeds on a consistent and regular basis.
q The ultimate goal is to create a more consistent publishing schedule with an abundance and variety of
contextual content in support of Campaigns and sustaining year-round levels of high engagements.
q If successful, the Campaign and all marketing efforts can elicit far greater emotional attachment to the brand
while increasing reach, awareness, engagements and influence with multiple targeted audiences – without
being overtly promotional.

Community
Innovation

Monitor the online brand discussion and conversation.

ReflectionPoint
Innovation | Social Listening and Monitoring Framework.
REPRESENTATION
q Increase internal knowledge,
discover feedback and unmet
needs of audiences to deliver
experiential brand
engagements.
q Understand brand sentiment.
Maintain a pulse of
community brand opinions
and feelings.
q Manage and build brand
visibility and reputations.
q Increase and enhance overall
community engagements and
experiences.
(4) Goals of Social Listening

ReflectionPoint
Innovation | Social Listening and Monitoring Framework.
REPRESENTATION
Methodology & Process
Review Cycles Listening, monitoring and measuring should be conducted in iterative time period cycles benchmarking against baseline time periods.
Analysis
Objective
The overall objective for the listening program is to continually benchmark, measure and analyze the brand and topical discussion across the digital
landscape – especially among discussions occurring among the general population. It is the goal to be able to collect and leverage insights as value
added intelligence to steer, adapt and optimize the planned content and publishing strategies.
Topic Analysis Inter-related relevant topic categories can be defined across the pet pharmaceutical landscape.
Each topic category would be chosen based on where the topical conversation may appear across the digital landscape without regard to
commonly found semantic nuances that may be used within the overall general population discussion.
Data Collection Data collection and analysis would be guided by applied data filters: e.g. >> chosen time period(s), >> the geography, >> language use, >> the
inclusion of all core digital mainstream and social media outlets. Mainstream Outlets wold include regional and national news outlets, professional
and industry news, company news, general news outlets, news agencies, and TV and radio digital outlets. Social Media Channel Outlets would
include blogs, forums, Twitter, Facebook, Instagram, other social platforms of significance, video and photo sharing sites, consumer opinion sites
and a variety of hosted communities.
Keyword Queries Boolean query logic would be used to build the keyword sets for each of the defined topic categories to enable the platform tool to crawl the web
and to collect the data insights according to API rights associated with each channel outlet.
Measurement &
Analysis
Insights based on both quantitative with qualitative analysis would be collected, and which would be used to measure and analyze conversation
amplitudes, discussion themes, content resonance, reach, influence, and evolving sentiments.
Tool Platforms Various social listening & intelligence gathering platforms exist to manage the requirement.

Develop and publish content for community engagement.

ReflectionPoint
Innovation | Content Marketing Engagement Guidelines.
REPRESENTATION
Content Don'ts
§ Don't neglect to produce content viewers actually
want. Content cannot have influence if it doesn't
identify with the target demographics.
§ Don't overtly sell. Engaging in conversations with
target audiences for the purpose of satisfying
follower needs will lead to greater credibility and
trust.
§ Don’t forget about design. Digital followers are
extremely visually cued and leading the eye to an
attractive post can make a world of difference in
engagements and influence.
§ Don’t think the touchpoint journey is linear.
Content needs to be properly targeted and topically
relevant across a mix of owned, earned, and paid
media to establish many “starting lines” throughout
the journey.
Content Do's
• Do create a documented strategy. The biggest fail
today with content marketing is the absence of a
documented strategy.
• Do leverage ecology modeling and target
personas. Produce a steady stream of experiential
content that identifies with target audiences.
• Do make content social, engaging and shareable.
To overcome awareness problems, content must
produce engagements.
• Do be more strategic with short-form mobile
content. An increasing mobile audience is becoming
an audience of mobile-first users.
• Do measure content performance. Establish a clear
link between metrics and business objectives.

Do consider influencer marketing for greater community engagement.

ReflectionPoint
Innovation | Influencer Marketing Value and Benefit Framework.
Social Broadcasters
Mass Influencers
Mass Connectors &
Mass Mavens
Potential
Influencers
Source: Forrester Research
Three categories of influencers.
Reach
Proximity
Expertise
Relevancy
Credibility
Trust
Influence
Behavior
PILLARS OF INFLUENCE
Outcome
Six considerations of influence.
q Help drive social
media execution.
q Enhance a search
engine optimization
strategy.
q Help drive sales and
position Brands as a
leading expert in the
field.
Enhancing Community Engagements for Measurable Actions and Outcomes.

Grow and manage communities for brand experiences.

Community Managers are responsible for relationship building and management across all channels with a
comprehensive list of roles to build an active and vibrant online Brand presence and community.
Community Management
Social Updates
crafting posts &
comments
PersonalizedEngagement
follows, mentions,
dialogue, comments
CommunityBuilding
audience outreach
& acquisition
Research & Planning
align strategy with content
& editorial calendar
Ideation
tactical planning &
defining best practices
ContentAggregation
reading RSS feeds,
filtering & sharing
KPI Measurement
measurement &
reporting
Listening& Monitoring
tracking brand, influencer, competitive
& keyword mentions
RelationshipBuilding
influencer research,
outreach & recruitment
Advocacy
relationships with high
engagement followers
Brand Awareness
forum & group research
& participation
Experimentation
exploration of changing
trends & practices
ReflectionPoint
Innovation | Experiential Community Management Framework.
REPRESENTATION

Data & Analytics
Innovation

Build actionable data analytics frameworks across all touchpoints.

ReflectionPoint
Data & Analytics | Data Hierarchy Guiding Framework.
Leveraging analytics across the breadth of available marketing data will build Business Intelligence for creating customer experiences,
while optimizing the experiential omnichannel experienceand business performanceacross all consumer touchpoints.
.
Dashboard Reporting
Marketing Performance Visualization, Optimization Analysis
Sales Lift Modeling
Predictive Analysis, Forecasting
Brand Unit CRMs
Consumer Redemptions, Sales + Revenue Attributions
eCommerce Partners
Sales, Revenue Attribution
Google Analytics
Visitor Behaviors, Content Engagements
Brand Websites & Portals
Visitor Site Traffic Attribution
Website Coding
Landing Page & Conversion Pixel/Tag Placements
Owned Channels & Touchpoints
Campaigns, Content, CTAs, Online-Offline Tracking
Paid Media + Search
Programmatic + Varied + SEM + Partner Platforms
Audience Persona Profiling
(Geo-Socio-Demo Audience Targeting)
Campaigns & Acquisition
(Web, Display, Search, Social, Apps,
Email, Offline)
Website Traffic
TrafficGeneration&Behaviors
(Click-Thru, Funnel Paths, Leads,
Conversions)
PerformanceMeasurement
(Marketing and Commerce KPIs
and Optimization Metrics)
OmnichannelOptimization
(Campaigns, Channels, Platforms,
Attribution Analyses)
Branded
Filterable
Datasets
Paid Media
Performance
Partner Media
Performance
Website Traffic
& Behaviors
Email
Performance
Social Media
Performance
Customer
Portals UX
Behaviors
Mobile App
Downloads &
UX Behaviors
Opt-In Survey
Behaviors
Trials, Rebates
& Coupons
Redemption
Partner
eCommerce
Datasets
Earned Media
Press &
Blogger
Influence
Trackable
Offline
Initiatives
Performance
Branded Sales
Attribution
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Performance Measurement Framework.
Expanding process to include guiding measurement plans will identify relevant KPIs and actionable performance metrics by marketing
attribution to deliver enhanced customer experiences and greater business benefit.
REPRESENTATION
KPI Measurement Plan
AWARENESS – CONSIDERATION – ACQUISITION
KPIs & Tactics
AWARENESS
Owned, Earned & Paid Influence
CONSIDERATION
Marketing Engagements
ACQUISITION
Marketing Conversions
REVENUE
Modeling
Awareness | Audience Profiling Consideration | Campaigns & Content Acquisition | Website Traffic
Orders |
Revenues
Metrics
Owned (Earned)
Reach &
Frequency
Imp. | Clicks
CPM, CPC
Paid
Reach &
Frequency
Imp. | Clicks
CPM, CPC
Total
Reach &
Frequency
Imp. | Clicks
CPM, CPC
Call to Action
Performance
Engagements
CTR, Open Rate,
ER, CPE
Community
Growth
Platform
Subscribers,
Followers, ER
Website
Traffic
Site Visits
CPV, ER,
Bounce Rate
Micro
Conversions
Triggered
Engagements
CVR, CPA
Sales Lead
Pre-Qualification
Purchase Intent
Clicks
CPL
Marketing
Attribution
Orders, Revenues
Sales Lift, AOV ,
CLV, ROAS
Target Goals
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Benchmark +
MoM Growth
TBD
Data Platform
Analytics
- DSP (Advertising) Analytics - DMP (Audience Profiling) Analytics - SEM Analytics - Social Media Analytics - Website & Portal Analytics - Email Analytics -
- Attribution Modeling Analytics - [Offline Touchpoint] Analytics -
Segments
- Performance &
Attribution
Omni-Channels Online + Offline Marketing Consumer Touchpoints
Demographic Profile Segmentation
DMA | Geo Market Segmentation
Desktop Mobile Cross-Device
The keystone to any experiential design effort is to leverage a structured attribution KPI and metrics framework based on guiding strategic questions relevant to
businessunit or brand group to deliver timely and actionable businessinsights measured against three core analytic pillars and as aligned to the marketing funnel.
GreaterReach > Greater Engagements > Greater Awareness > Greater Web Traffic > Greater Conversions
Innovation

ReflectionPoint
Data & Analytics | Marketing Insights Framework.
Expanding process to include the use of a guiding measurement plans to align measurement to the marketing funnel analytic pillars.
REPRESENTATION
Measurement plans will allow us to analyze and to collect leading business intelligence at each stage of the customer journey with the
goal to optimize experiences across an omnichannel consumer touchpoint journey.
Awareness
Discovery
Acquisition
Outcomes
Consideration
Behaviors
STEP 1: Awareness
What campaigns are creating business
and/or Brand awareness, and are
attracting interest?
STEP 2: Consideration
What happens before and after
people show business and/or
product interest?
STEP 3: Acquisition
What was the impact of
campaign performance on
defined conversions?
AWARENESS
CONSIDERATION
ACQUISITION
Innovation

ReflectionPoint
Aligning KPI frameworks via business leading questions will guide marketing performance analytics for delivering customer insights
while maximizing business performance.
REPRESENTATION
Awareness
Website Traffic – How we are creating traffic for each
branded website?
How is Owned, Earned and Paid media contributing
to brand awareness?
Are we mapping to milestone target goals for
awareness and website traffic?
Are we continuously optimizing marketing campaign
performance and the consumer touchpoint journey?
Are we aligned to strategic priorities,seasonality
trends and budget spend?
Consideration
Consumer Engagements – What does the user
journey look like? What does it look like with and
without e-commerce?
What campaigns are resonating with people? What
content? What CTAs?
What ties into an optimal experience for the potential
customer? Is there a measurable funnel clickpath
once arriving on a Branded website?
Which channels and marketing investments are
performing best for consumer engagements?
Are Brand engagements growing? Is the amplitude of
the Brand conversation increasing? Are our owned
digital channels growing an audience?
Are we activating target audiences? Are engagement
rates increasing?
Acquisition
Lead Conversions – What outcomes signifyvalue for
delivering the desired consumer experience based on
channel and spend?
What outcomes are expected when people arrive at
the website? Are micro conversions clearlyidentified?
What pages should they see? What content? What
videos should they watch?
What does measurable conversion look like in the
absence of owned e-commerce capabilities?
Are consumers pre-qualifying themselves? Are we
growing opt-in lists and portal accounts?
Are potential leads downloading and using rebate
offers and coupons? Are we tracking downloads and
use?
Are we able to statisticallyapply modeling to predict
attributable revenue outcomes?
Innovation

ReflectionPoint
Transforming collected business intelligence acquired through analytics into actionable intelligence to strategically drive future
marketing performance and ultimately business outcomes via recurring Campaign Analysis and Reporting.
REPRESENTATION
Data analytics should support a process for quantitative and qualitative analytics with analysis reporting to deliver actionable insights to
all relevant stakeholders to drive campaign optimization and enhanced marketing performance.
Channel & Campaignperformance& influence
(Measured Quantitative Analysis)
Innovation

ReflectionPoint
Leveraging data methodology for delivering actionable attribution-based business intelligence required for campaign analysis,
optimization and reporting via an ecosystem of data + segmentation + measurement + cross tabulation.
REPRESENTATION
Owned Media
Channels, Campaigns & Content
q Organic reach, frequency, impressions
q Geo-socio-demo persona target goals
q Campaign and owned channel engagements,
engagement rates, performance metrics
q Community growth (opt-ins, accounts, social
media)
q Attributed website traffic (visits,views, duration,
bounce rate, CTAs)
q Defined conversion counts
q Conversion attribution: channels, platforms,
markets, geo-socio-demos, device
q MoM target milestone growth
Shared & Earned Media
Content Sharing & Publicity
q Earned Reach, frequency, impressions
q Organic content shares, engagements, reach,
clicks,performance metrics
q Attributed website traffic (visits,views, duration,
bounce rate, CTAs)
q Defined conversion counts
q Conversion Attribution: channels, platforms,
Paid Media
Advertising Campaigns
q Paid reach, frequency, impressions
q Campaign performance KPIs (CTR, CPC, CPM, CPV,
CVR, CPL, AOV, ROAS)
q Attributed website traffic (visits, views, duration,
bounce rate, CTAs)
q Defined conversion Counts
q Conversion Attribution: channels, platforms,
Traffic Source
Patterns
Campaign Impact
& Performance
CTA | Content
Resonance
Device & Screen
Preference
Channel &
Platform
Influence
Community
Inspiration &
Growth
Geo-Socio-Demo
Activation
Audience
Targeting
Influence
Acquisition &
Conversion Costs
Sales Lift
Influence &
Impact
MoM Benchmark
Performance
Milestone
Performance
Targets
Cross Tabulation
Innovation

Leverage dashboards and visual data analytics for business intelligence.
Innovation

ReflectionPoint
Data & Analytics | Dashboard Value Proposition Framework.
Dashboards provide a central stakeholder location to quickly
review and understand business performance.
ü Quickly understand and monitor real-time performance.
ü Offers data-driven business performance transparency.
ü Enables the easy sharing of information across teams.
ü Provides the ability to spot performance trends quicker.
ü Facilitates faster data-driven business decisions.
ü Saves time and valued resources via reporting efficiencies.
Why build a dashboard?
Dashboards offer many business
and managerial benefits.
Real-Time | Data Access
Visual Formats
Central Location
Cost Effective
Customizable
Virtual Access
…and much more
Innovation

ReflectionPoint
Data & Analytics | Dashboard Guiding Directional Framework.
Expand methodology and process for aligning workflows for faster build cycles, rollouts and user adoptions.
Identify and prioritize all relevant
stakeholders and stakeholder groups.
Document business/brand/campaign
goals, objectives per each stakeholder
group.
Survey each stakeholder group via
leading business questions to ascertain
needs and requirements.
Align and expand the data hierarchy
ecosystem for each stakeholder group’s
dashboard needs.
Align each stakeholder group KPI map
to available data source and the
required dimensions and metrics.
Map each data source to requisite data
connection needs for each stakeholder
dashboard.
Make the required data connections to
the dashboard platform, test, and QA.
Develop, test, and QA custom data
connectors and set data refresh cycles
as needed.
Design and develop Beta dashboards
into usable environments for each
stakeholder group by priority status.
Build each stakeholder dashboard
environment using a natural visual
storytelling flow.
Build and test each stakeholder
dashboard aligned to defined KPIs and
documented build criteria.
Soft launch each stakeholder dashboard
per scheduled timelines as a full beta
and solicit user feedback.
Modify, refine each dashboard
environment per beta launch input as
required.
Officiallylaunch (publish) each
stakeholder dashboard per scheduled
timelines.
Produce a series of quick reference
user guides.
Discovery Data Mapping Design & Build Publish
Step 1 Step 2 Step 3 Step 4
Setup and schedule automated delta
performance alerts and reporting.
Innovation

ReflectionPoint
Data & Analytics | Dashboard Foundational Design Framework.
A dashboard is essentiallya data visualization tool that tracks, analyzes, and
displays KPIs, metrics, and critical data points. Depending on stakeholder group
needs, dashboards can be developed in one of three fundamental types.
q The Strategic or Managerial dashboard focuseson providing the key performanceindicators
(KPIs) in an easily consumableand quick-to-understandvisual. These at-a-glance dashboards
rely on consistencyand clarity. End users are looking for immediate answers rather than
digging deeper into the data.
q The Tactical or Operational dashboard focuseson showing progress of work that is being
managed. These dashboards are designed to show the current state of a program or business
operations initiative which can visually highlight when there is a problem. These real-time
dashboards typically aren’t used for digging deeper into data, however, there may be
exceptionswhere drill-downs are needed.
q The Analytical or Data Analysis dashboard focuseson allowing end users to explore the data
in as many ways as possible. Specificpoints of data do not necessarily need to be called out
and large summaries are usually not needed. Instead, this dynamic dashboard enables users
to explore their data through filters and comparisonsto uncover meaningful insights.
Usability Dashboard Design.
For a dashboard to truly provide value
and actionable insights, dashboard
design must be approached leveraging
meaningful data and analytics with the
stakeholderin mind.
It begins with understandingend user
business needs and requirements.
Three primary questionsneed to be
answered:
ü What does the dashboard need to
communicate?
ü Who will be using the dashboard?
ü What KPIs and metrics are most
relevant and provide value for the
business insights required?
Innovation

ReflectionPoint
Data & Analytics | Dashboards: Media Performance KPI Impact.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Dashboards: Brand Waterfall Funnel Flow.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Dashboards: Media Spend by Objective Pacing.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Dashboards: Website Engagement Behaviors.
REPRESENTATION
Innovation

Leverage reporting analysis to measure and optimize experiential designs.
Innovation

ReflectionPoint
Data & Analytics | Reporting: Campaign Attribution Impact.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics| Reporting:Paid MediaChannelPlacementImpact.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Reporting: Social Media Community Impact.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Reporting: Social Media Paid Media Impact.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics | Reporting: Social Media Attribution Impact.
REPRESENTATION
Innovation

ReflectionPoint
Data & Analytics| Reporting:Email Opt-InSubscriberGrowthImpact.
REPRESENTATION
0
3,000
6,000
9,000
12,000
15,000
0
200
400
600
800
1000
19-May 19-Jul 19-Sep 19-Nov 20-Jan 20-Mar 20-May 20-Jul 20-Sep 20-Nov 21-Jan 21-Mar 21-May 21-Jul
Total Subscribers Monthly New Subscribers Trendline
Legacy Benchmark | April 01, 2019 thru August 10, 2021
Insights & Impact
Legacy review shows a consistentgrowth pattern with a more recent slight 2021 increase
in engagement among the target audience both in terms of subscribersand
subscriptionsper subscriber.
This is good news as it representstarget audiences are engaging at higher levels as new
campaigns and programs are activated.
12,358
Total Subscribers
32,094
Total Subscriptions
Key Vitals Benchmark Snapshot
202
Monthly Average
New Subscribers
890
Monthly Average
New Subscriptions
Avg. 2.6 Subscriber
Current to Date
Innovation

Leverage web analytics and benchmarking to enhance customer experiences.
Innovation

ReflectionPoint
Data & Analytics | Benchmarking: Website Visitor Traffic Patterns.
REPRESENTATION
Legacy Benchmark | June 01 thru August 31, 2021
Visitor Traffic Review | Master Data View
v Data view comparison review represents there is not sizeable internal traffic inflating or impacting baseline
metrics or device usage.
v Engagement metrics including Pages per Session, Average Session Duration and Bounce Rate all perform within
reasonable industry standards.
v Of interest is the bounce rate of 51%. It can be reasonably assumed visitors are not randomly coming to the
site and bouncing. High bounce rates would typically be an indicator of content not meeting user expectations
and/or the result of a poor website design or user experience.
v However, this may actually represent a positive indicator that visitors are landing on desired page content and
have no need to navigate to another page.
v The Bounce Rate for the Index (Home) page is measured at 25% reinforcing the premise the higher overall
bounce rate is being influenced by interior landing pages for which content is fulfilling visitor needs. (More
analysis could be performed upon request.)
Data View
Comparison
Users New Users Sessions User Sessions Pageviews Pages Session Avg. Session Bounce Rate
Master 36,118 31,173 2.03 73,162 198,306 2.71 00:02:37 51.07%
External IPs 34,551 29,595 1.83 63,113 161,765 2.56 00:02:22 52.65%
Internal IPs 2,384 1,603 4.31 10,283 36,542 3.55 00:04:03 41.96%
Desktop overshadows mobile and tablet device use, but
could easily shift with a renewed mobile and/or text
effort.
Innovation

ReflectionPoint
Data &Analytics |Benchmarking:WebsiteAcquisition TrafficPatterns.
REPRESENTATION
Traffic Acquisition Review | Master Data View
Organic Search and Direct traffic are the leading sources for website
visits and sessions (with consideration default channel attribution
may be mis-aligned due to the absence of a managed and properly
set traffic acquisition tracking process in place).
Attribution performance metrics for Default Channels are all within
industry standards -- with the caveat -- without all-inclusive channel
attribution tracking actionable insights can not be fully analyzed with
degrees of confidence for strategic planning.
Default Channel Users New Users Sessions Bounce Rate
Avg. Session
Duration
Pages Session
Organic Search 22,677 18,474 42,845 52.46% 02:28 2.61
Direct 13,554 11,923 28,127 48.36% 02:54 2.90
Social 553 507 681 64.61% 00:58 1.97
Referral 508 269 1,326 55.66% 03:07 2.31
Email 7 0 183 59.56% 03:27 2.36
Totals 37,299 31,173 73,162 51.07% 02:38 2.71
Google Analytics Default Channel Groupings
• Organic Traffic: search engines
• Direct Traffic: directly typing URL in browser
• Social Traffic: social networks
• Referral Traffic: backlinks from other websites
• Email Traffic: email campaigns (properly tagged)
• Paid Traffic: paid (PPC/CPC) advertisements
• Display Traffic: paid (display) advertisements
• Others Traffic: not identified as a channel group
Innovation

24,967 26,943 32,454 22,565
55,784 58,529 67,075 53,917
0
100,000
Autumn Spring Summer Winter
User Website Traffic Behavior
Avg. Users Avg. Sessions Linear (Avg. Users) Linear (Avg. Sessions)
2.23 2.17 2.07 2.39
03:39 03:21 02:55 03:44
00:00
07:12
1.50
2.00
2.50
User Site Engagement Behavior
Avg. Sessions per User Avg. Session Duration
155,042 170,230 183,010 157,817
2.79
2.91
2.73
2.93
2.50
3.00
140,000
150,000
160,000
170,000
180,000
190,000
User Page Content Behavior
Pageviews Avg. Pages per Session
ReflectionPoint
Data &Analytics |Benchmarking:WebsiteSeasonality TrafficPatterns.
REPRESENTATION
Baseline Differences | All Website Pageviews | Observations
Visitor Traffic by Time of Year | Raw Data View
Based on several baseline metrics, seasonal traffic to the website
and engagement do have some nuances.
Spring and Summer represent slightly higher website visits and
activity. Conversely, users are more engaged during Autumn and
notably Winter consuming more content by spending on average
slightly longer times on the website.
Of note, these metrics are simply a benchmark and should not be
considered actionable alone as they can be easily skewed from
outliers. However, it's quite possible these behaviors may represent
seasonal indoor/outdoor resident lifestyles aligned to regional
daylight and weather patterns. Further analysis may be required.
Innovation

ReflectionPoint
Data & Analytics | Benchmarking : Website Journey Flow Patterns.
REPRESENTATION
Journey Flows Review | Master Data View
The aggregate journey flow is represented below.
Overall,the deeper a visitor navigatesinto the site with greater pageviews, drop off percentages reverse
as session durationandpage engagements increase and as more contentis consumed. This is a normal
engagementbehavior.
71%
Drop-Off
45%
Drop-Off
43%
Drop-Off
35%
Drop-Off
35%
Drop-Off
1st Page
Interaction
Site Entry
2nd Page
Interaction
Content
3rd Page
Interaction
Content
4th Page
Interaction
Content
5th Page
Interaction
Content
Innovation

Conduct website audits for enhanced user engagements.

ReflectionPoint
Data & Analytics | Channel Auditing Framework.
OBJECTIVE, PURPOSE & USE
Auditsrepresenta simple snapshotin time. They should be used to serve as a preliminary step to identify what data is being collected, what data
is available, what data can be collected, and what data is missing to align the digital transformation to business impact.
Auditsshouldbe used to be a preliminarydiscoveryguidefor what data can be explored for deeper insights and business intelligence for which
corporate executives, brand managersand other key stakeholders alike can leverage data analysis for steering strategic marketing directions and
business initiatives.
Auditsshouldbe used to identifyadvanceopportunitiesfor applying data, data analytics and data process to measure ongoing marketing and
business performance as a measurable business process function for impacting positive future business outcomes as part of the Digital
Transformation initiative.
Auditsshouldbe used to identifydigital transformationneedsand requirementswhich impactdata frameworks, methodologies and processes.
Auditsshouldbe used to identifyrelevantand meaningfuldata dimensionsand metricsto guidemarketinginitiativesand the marketing/sales
funnel, e.g., journey and conversion paths, benchmarking, traffic acquisition, conversion attribution, user site behaviors, site navigation and
content engagements, user attributes, device and platform usage, et al.
Auditsshouldbe used to optimizethe user experienceacross digital touchpoints in the consumer journey.
Auditsshouldbe used to help align data requirementsfor BI dashboardsbeneficial for stakeholder groups at all levels, while advancingbuild
cycles linking meaningful measurablemarketing and website performance metrics to business outcomes across the entire digital ecosystem.
Innovation

Perform content audits to ensure valued experiences.

ReflectionPoint
Data & Analytics | Auditing: Experiential Web Content Framework.
REPRESENTATION
REVIEW CRITERIA AUDIT INSIGHTS QUESTIONS
Current
Is it accurate and up to date?
• Is it free of content that is redundant, outdated, or trivial?
Functional
Is it functioning properly?
• Are links working properly?
• Are images and videos displaying properly?
Findable | Technical
Can the user easily find it?
(Requires Meta Tag Analyzer Tool)
• Does it have an H1 tag?
• Does it have metadata (title, descriptions, categories, and tags)?
• Does it have at least two links in the body copy?
• Does it have alt text for images?
Accessible
Is it usable for everyone?
• Can it be used via all expected channels and devices (e.g. mobile)?
• Does it meet the levels of accessibility compliance to be considerate of those users with disabilities?
(Federal|State Guidelines - 20% or more of the worldʼs population has a disability.)
Readable
Is it easy to read?
• Are sentences simple and short?
• Does it avoid jargon?
• Does it use active voice?
• Does it use an inverted pyramid writing style (the most important info comes first)?
• Does it use bulleted and numbered lists when possible?
• Does it use headers, bulleted and numbered lists, and small chunks of text?
• Does it use consistent style and terms?
(Style can include grammar, punctuation, usage, and spelling. For example, do you write “healthcare” or “health care”? Do you format phone numbers
as 555-555-555, 555.555.555, or (555) 555-555?)
Clear & Understandable
Is it easy to understand?
• Does it use plain language?
• Does it have a descriptive title and headings?
• Is the information organized in a logical way?
• Does the text match the reading level of the target demographic?
• Is the navigation determined by your user decision paths, rather than your organizational structure?
• Is the path to task completion obvious and free of distraction?

ReflectionPoint
REPRESENTATION
Communicative
Can the user see where they are?
• Does the navigation and messaging make it obvious to the user where they are on the site and where they can go next?
Useful
Can the user effectively and efficiently
complete the desired task?
• Is it usable? Are users able to complete the tasks or gather the informtion that they set out to without massive frustration or abandon?
• Does each chunk of content have a specific purpose? (For example, vague purpose: "invasive species notification”; specific purpose: “Alert: do your
part to help Montana avoid harmful invasive species”)
• Does it serve new users as well as loyal users in ways that satisfy their needs uniquely?
• Are there a few navigation options that lead where users may want to go next? Are they clearly labeled?
Credible
Can the user trust you?
• Is the content updated in a timely manner?
• Is the design appropriate to the context of use and audience?
• Is restraint used with promotionalcontent? (Not over promoting.)
• Is it easy to contact a real person?
• Is it easy to verify your credentials?
• Do you have help/support content where it is needed? (Especially important when asking for sensitive personal data.)
Controllable
Does the user have freedom and control
within interactions, particularly if something
goes wrong?
• Are tasks and information a user would reasonably want to accomplish available?
• How well are errors anticipated and eliminated?
• When errors do occur, how easily can a user recover?
• Are features offered to allow the user to tailor information or functionality to their context?
• Are exits and other important controls clearly marked?
Valuable
Is it desirable to the target user?
• Can a user easily describe the value?
• How is success being measured? Does it contribute to the bottom line?
• Does it improve customer satisfaction?
• Does it maintain conformity with expectations throughout the interaction across channels?

ReflectionPoint
REPRESENTATION
Learnable
Can it be grasped quickly?
• Does it ease the more complicated processes?
• Is it memorable? Is it easy to recount?
• Does it behave consistently enough to be predictable?
Delightful
How are user expectations not just met but
exceeded?
• Does it differentiate you from your competitors?
• Does it provide something unexpected or extraordinary in a way that is meaningful to users?
Actionable
Will the user want to take action?
• Does it have a clear call to action (e.g. subscribe, apply, sign up, fill out a form)?
• Does it invite the user to share?
• Does it provide links to related content or a next step?
• Does it have a way to comment or engage?
• How many users “convert” and follow through on a desired action?
Sustainable
Does it have a responsiblesteward?
• Does it have an owner who is responsiblefor ensuring the content is accurate and up to date?
• Is the owner engaged? Do they have the time, training, and supportto manage the content?
• What is their department, role, or name?
Targeted
Is the content targeting the right audience?
• Based on the topic, tone, and calls to action, who is the content targeting? Is that the right audience?
• Is the target audience consistent with the characteristics of the user personas?
Compelling
Does the content portray the desired voice
and tone?
• Does the page clearly embody the attributes of the defined voice?
• Is the tone appropriate to the context?

Business ROI
Innovation

Develop predictive models for campaign optimization and greater ROI.

ReflectionPoint
Data & Analytics | Modeling: Marketing Performance Framework.
Campaign
Ad Format
Placement
Cost (Spend) CPM Impressions Clicks CTR CPC
Conversions
(Orders)
CVR Gross Revenue AOV ROAS CPO Net Revenue
Banner $2,894,415.25 $3.68 785,947,008 747,649 0.10% $3.87 166,864 22.32% $9,001,210.66 $53.94 311% $17.35 $6,106,795.41
NA $1,249,191.00 $7.19 173,725,752 93,809 0.05% $13.32 31,790 33.89% $1,837,035.00 $57.79 147% $39.30 $587,844.00
Product Targeting $51,364.19 $2.83 18,138,654 19,291 0.11% $2.66 2,859 14.82% $112,061.94 $39.20 218% $17.97 $60,697.75
Sponsored Brand $883,664.18 $24.09 36,687,046 267,099 0.73% $3.31 89,157 33.38% $6,083,742.56 $68.24 688% $9.91 $5,200,078.38
Sponsored Display $559.58 $9.31 60,128 470 0.78% $1.19 173 36.81% $6,418.23 $37.10 1147% $3.23 $5,858.65
Sponsored Product $6,356,668.72 $30.54 208,131,092 1,263,951 0.61% $5.03 477,292 37.76% $25,675,469.59 $53.79 404% $13.32 $19,318,800.87
Video $1,680,542.73 $10.80 155,547,673 1,427,093 0.92% $1.18 10,941 0.77% $521,164.49 $47.63 31% $153.60 ($1,159,378.24)
Totals | Averages $13,116,405.65 $9.52 1,378,237,353 3,819,362 0.28% $3.43 779,076 20.40% $43,237,102.47 $55.50 330% $16.84 $30,120,696.82
Predictivemodelinguses past businessmarketingperformancebenchmarksto forecast (predict)futureoutcomesbased on changingvariables.
Optimization models use predictive algorithms to optimize marketing performance based on a defined, desired and measurable outcomes. For many
Campaigns,a desired outcome is enhanced revenues and a greater Return On Ad Spend (ROAS). Other campaignsmay be greater engagements or
incentive redemptions.
Modeling starts with benchmarking past campaign performance to establish a baseline to compare againstpredictive modeled results.
Paid Media Campaign Representation
Note:
Benchmarking past performance allows for analysis of performance data to spot trends in both performance and spend. The objective of modeling is to help identify where efficiencies and inefficiencies are in the media spend.
PAID MEDIA CAMPAIGNREPRESENTATION

ReflectionPoint
Data & Analytics | Modeling: Predictive Optimization Framework.
The objective of predictive modeling is to find spend efficienciesas measured against revenue attributionto find the best optimal predictedoutcome.
MODEL PROBLEM - What is the Optimal Budget Spend by Ad Format for Maximizing Campaign ROAS?
Predictive Models are able to optimize at dimensional levels as insights are required, e.g., brand, campaign, creative, creative format et al using varying constraint criteria. This
model representation demonstrates the "what if" scenario if spend was optimized for ROAS by simply re-allocating budget spend to best performing Ad Formats and specifying
the maximum spend and minimum number of Ad Format placements. Enhanced greater optimized results could be modeled based upon changing media spend constraint
criteria for analyzing the ideal maximum revenue outcomes.
RepresentativeModel Results:
• $40M in revenue lift using same budget spend.
• 300% lift in ROAS (return on Ad Spend)
PAID MEDIA CAMPAIGNREPRESENTATION
Slide 430

Predictive modeling provides a tool to use historic benchmark marketing performance to optimize real-time performance.
Optimization ideally is conducted in 90-day optimization cycles. Predictive modeling adds value for managing marketing
performance as well as delivering “what if” scenarios and insights which can be used for strategic planning.
q Predictive models are designed for analyzing, managing, optimizing, and steering strategic execution of marketing
campaigns optimizing for maximum Engagements, Conversions, ROAS or Business ROI.
q Models have been tested and validated aligned with AI algorithms used within many marketing platforms.
q Models use baseline marketing performance to establish benchmarks and for the model’s predictive algorithms.
q Model uses constraint criteria which guides the underlying algorithm whch can be constructed from varying and multiple
campaign dimensions and considerations.
q Models can be run in one of three linear or non-linear algorithm modes: GRG Non-Linear, Simplex LP and Evolutionary
depending on defined constraint criteria.
q Models have been designed with flexibility to adopt to media campaign needs and requirements aligned with budget,
channel, platform, placement et al guiding marketing parameters.
ReflectionPoint
Data & Analytics | Modeling: Predictive Optimization Framework.

Workflows
Innovation

Develop collaborative workflow process for touchpoint efficiencies.

To Innovate Is To Collaborate.
Building customer experiences through process and methodology requires discovery
of all marketing plans, sales promotions and associated business roadmaps from sales, marketing,
customer service, agency partners and other relative stakeholders to develop the requisite
foundation for architecting near, intermediate and long-term strategic marketing frameworks
and experiential designs.

ReflectionPoint
Innovation | Experiential Process Workflow Design Framework.
REPRESENTATION
Marketing
Touchpoint
Process
&
Methodology
Framework
Customer
Touchpoint
Experience
Identified
Goals &
Objectives
Defined
ROI KPIs
Defined
Channel
Directions
Outlined
Implement
Process &
Workflows
Align Workflows
Onboard
Marketing Teams
Define Search &
Paid Directions
Plan Content
Detail Directions
Themes &
Campaigns
Production
Publishing
Distribution
Targeting &
Localization
Promotion
Optimization
Engagement &
Conversion
Community
Management
Lead Tracking
Triggered
Responses
Real-Time
Personalization
Mobile
Measurement
Planning
Workshops
Adaptation &
Adjustments
Channel
Roadmaps
Defined
Channel
Milestones
Established
Inventory
Existing Assets
Align Ecosystem
to Journey
Mapping
Assess Persona
Touchpoint
Content Needs
Develop Brand
Story
Guidelines
Align
Offline/Online
Content
Requirements
Re-Assess
Recurring
Branded Content
Needs
Align Digital
Touchpoint
Heatmaps to
Personas
Develop
Needed Assets
Set Up
Technology Stack
Channel
Timelines
Applied
Budgets
Aligned

ReflectionPoint
Innovation | Experiential Process Workflow Design Framework.
REPRESENTATION
Strategic Processes Task Inclusion
Vision, Goals,
Objectives,KPIs &
Channel Directions
Articulation of governing touchpoint initiative, re-alignment of goals and
objectives,documentation of KPI success factors and overall master
strategic channel directions.
Milestone Setting,
Timelines,
Roadmaps & Budget
Alignments
Establish milestone management parameters via aligned timelines,
roadmaps and budgets.
Ecosystem
Alignments &
Technology Stacks
Re-align touchpointecosystem to journey mapping and digital
touchpoints; identify and develop new asset needs; scheduleany asset
major upgrade as discovered in audit discovery phase; acquire, setup new
technology tools / systems / platforms as needed.
Content & Branding
Guidelines
Clearly document all branding guidelines, incorporate offlinebranding
with online branding, assess content needs for digital consumer and
employer branding needs.
Process, Workflows
& Execution
Customize and execute master processand workflowmodels per each
unique channel engagement.
Measurement,
Planning,
Adjustments
Continually measure performanceand adjust execution and planning in
iterative cycles.
Hub
and Spoke
Model
KPI & ROI
Managed
Engineered
Efficiencies
Content
Analysis
Steered
Touchpoint
Journey
Driven
Iterative
Planning
Open Team
Collaboration

Conduct timely recurring strategic planning workshops.

ReflectionPoint
Innovation | Strategic Planning Workshop Framework.
REPRESENTATION
SEMI ANNUAL COLLABORATIVE PLANNING AND TRANSFORMATION REVIEW
Who Should Attend
q CxOs
q Sales, Marketing, IT, HR Teams
q Advertising & Branding Teams
q PR & Communications Teams
q Digital Marketing Teams
q CRM Teams
q Corporate & Regional Offices
1. PLACES AN EMPHASIS ON THE CONSUMER EXPERIENCE. Reinforces an organizational
vision for digital change that can be shared with key stakeholders and employees across all
regions while keeping digital strategy objectives clearly aligned with overall business goals.
2. CREATES AN OPEN COLLABORATIVE AND CREATIVE FORUM for sharing ideas,
experiences, successes and challenges while nurturing an organizational-widecustomer-
centric and team culture.
3. PROVIDES TIMELY CORPORATE ROADMAPS for refining, adapting, developing, planning
and integrating future digital initiatives based on past performance and newly identified
needs in a brainstormingenvironment.
LISTENING
ENGAGING
INSPIRING
TRANSFORMING
IT’S ABOUT…
CONNECTING PEOPLE TO PEOPLE FOR ENABLING CHANGE
Common Goals ⃝ Shared Experiences for delivering better performing results across the client’s digital ecosystem.

Workshops are a valued necessity as it connects people
for valuable exchange of ideas, strategic directions, and best practices.
Workshops should be planned in iterative planning cycles across
all geographies with an annual global summit to collaborate and advance
building block components to the transformation effort.
Innovation

Activation Review
Innovation

Planning and optimizing campaigns, customer engagements and touchpoints
is paramount to ensure resonating, recurring customer experiences
are created and reinforced.

Process engineering, driven by data and analysis, is the framework
which enables all transformation at scale.

Bottom line…
Innovation and experiential marketing only becomes possible
through the process of planning, experimentation, measurement, and analysis
and when applied in iterative cycles, organizations can build lasting, memorable
and valued consumer experiences.
Innovation

This is where the work really happens
as the customer is elevated to front and center
in the transformation process.
Innovation

CUSTOMER CENTRICITY
TRANSFORMING FROM WITHIN FOR CULTURAL CHANGE.
Customer Centricity
Experiencing Business Change

“ Everyday we’re saying how can we keep this
customer happy. How can we get ahead…
because if we don’t somebody else will.
Bill Gates, Microsoft Chairman
Customer Centricity

To adopt a customer centricity approach for transformation
requires business change in three fundamental areas.
Customer Centricity

ReflectionPoint
Customer Centricity | (3) Areas of Business Transformative Change.
Customer Centricity

CUSTOMER
REIMAGINING TRANSFORMATIVE CHANGE.
Customer Centricity

To transform is to develop and apply a new way of thinking.
Customer Centricity

Customer UX
ENABLING TRANSFORMATIVE CHANGE.
Customer Centricity

In order to build a customer experience, we need to be able to define it
and then measure and analyze it against the defined criteria established for success.
Understanding current customers and changing behaviors is crucial
not only because it drives future strategy, but also because the value of all future
digital efforts will be judged according to this baseline.
Customer Centricity

In this new era of consumerism, creating real-world customer experiences
has become paramount for all future business success.
Consumers, now more than ever, expect a better personable Brand Experience
from businesses for giving their support, purchase, and loyalty to a product
and/or service.
Experiencing Business Change Customer Centricity

Gather business intelligence to understand the customer.

ReflectionPoint
Today’s ConsumersAreLike NoOthers InPastHistory.
Customer Centricity
ü Without understanding what matters to customers and why…
ü Without understanding how they communicate and connect…
ü Without understanding how they learn and what drives their unique
behaviors…
ü Without knowing their decision-making cycles and how they take
action…
ü And without applying empathy…
You cannot create meaningful connections and
engagements to impact brand and business.

To provide the level of experiences consumers now demand
requires a fundamental and core understanding of the new Customer Journey.

Without thoroughly researching, studying and analyzing
consumer interests and behaviors, and the journey they take through to conversion,
no Digital Transformation initiative can possibly be realized.

Develop customer personas for audience targeting.
Customer Centricity

ReflectionPoint
Build Customer Personas Based on Behaviors… Not Demographics.
Customer Centricity
6%
31%
28%
16%
10%
9%
Practical Shopper Bargain Hunter Educated Shopper
Browser Shopper Brand Loyalist Impulse Buyer
REPRESENTATION
CUSTOMER
PERSONAS
Location | Customer Type | Needs & Motivators | Goals | Challenges | Pain Points | PurchasingBehaviors|Other Research

ReflectionPoint
Link Customer Personas To Consumer Purchasing Behaviors.
Customer Centricity
REPRESENTATION
UMOT > ZMOT: Shared expressions from trusted impressions
Shared experiences affect every moment of truth
Discovery Pre Purchase Purchase Experience
Awareness
Initial
Need
Stimulus
Zero
Moment
Of Truth
First
Moment
Of Truth
Second
Moment
Of Truth
Ultimate
Moment
Of Truth
Walk in the consumershoes,
research how consumersconnect
and communicate.
Discoverhow consumers
discoverinformation.
Learn how consumers
Make purchasingdecisions.
Uncoverconsumerpreferences,
expectations,values.

ReflectionPoint
Use EmpathyMaps To UnderstandAndSegmentPersonas.
Customer Centricity
REPRESENTATION
Empathy maps is a tool approach to get a better understanding of who audiences are and how best to identify content
and messaging that will push them along through the purchasing journey.

ReflectionPoint
LeveragePersonaSegmentsToDeliverUniqueCampaignExperiences.
Customer Centricity
REPRESENTATION
Dog Enthusiast
Current pet owner
Location
Anytown, USA
Socio-Demo Target
40 years of age, female, married, college educated, parent of 3 kids, rural or urban household, income
$50K+.
Behaviors, Attitudes, Interests
Becoming comfortable with life enjoying more of the little things. Family, age, position in life are driving
decision making. Image conscious. Pets are a high priority family value. Nothing is too good for her pet
and routine pet care is a core value as a pet owner.
Pet Owner Goals
Make sure pets are getting all the love and care they need to flourish.
Needs and Motivators
Information for understanding required pet care medicines. Understanding benefits, risks, alternatives,
availability and Rx requirements.
Challenges
Is loyal to brands, but is a quiet brand ambassador outside a small group of well-known trusted friends and
peers. Needs stimulation to actively advocate across a larger social circle.
Key Research / Shopping Behaviors
Trusts the advice of close friends and peers. Is open to trying new brands with peer recommendations.
Open to receiving the latest recommendations and information. Enjoys Facebook as primary social media
channel. Shops extensively online. Photos, video, messaging, and apps are core to his digital identity.

Top Line
Customer Growth
Customer Centricity

Segment customer personas into classification pools for top line growth.
Customer Centricity

Emphasis Should Be On Managing Customers – Not Products.
Customer Centricity
ReflectionPoint
DevelopPersonaSegmentsForMarketingInvestments andBusinessROI.

Customer Touchpoints
Customer Centricity

Deliver seamless experiential journeys per customer expectations.
Customer Centricity

ReflectionPoint
Journeys Need To Be Seamless Brand Experiences.
Customer Centricity
ELIMINATESILOMARKETING

ReflectionPoint
Journeys Need To Be Optimized Before Optimizing The Touchpoint.
Customer Centricity
There is a need to map journeys from end-to-end through each Moment of Truth
to remove risks associated with silo marketing effects for greater positive seamless journeys.

ReflectionPoint
Journeys Need To Manage Transitions Between Touchpoints.
Customer Centricity
Journey building requires a focus for identifying customers as they cross touchpoint boundaries
and to ensure transitional omnichannel experiences are delivered.
Walk in the consumer shoes
when mapping the transitions
between touchpoints.
Use mobile
to link customer digital and
physical behaviors.
Leverage emails
for added multi-touch
engagements.

ReflectionPoint
JourneysNeedTo Be DefinedFor Every CustomerPersonaArchetype.
Customer Centricity
Journeys need to map online and offline experiencesby unique persona as not all consumers are the same.
Express experiences in termsof
action-orientedbrandengagement.
Pinpoint brand engagement
which adds tangible value.
Focus on frequently occurring
brand engagements.

awareness consideration purchase retention advocacy
PR
Radio, TV
Print
Trade Shows
Conferences
Word of Mouth
Display Ads
Email
PPC
Social Ads
Blog
Website
Direct Mail
News / Influencer
3rd Party Sites
Sales Call
Retail
E-Commerce
Community Forum
IM/Chat
Call Center
FAQ
Knowledge Base
Promotions
Blog
Social Networks
Newsletter
Email
Social Media +
Groups / Forums
CTAs
Paid Search
Landing Page
Email
Social Engagements
News Feed Content
ReflectionPoint
Journeys Need To Identify All Online and Offline Touchpoints.
Customer Centricity
Physical Touchpoints
Digital Touchpoints
Journeys and experiencesneed to identifiedacross the spectrum of online and offline touchpoints.

ReflectionPoint
Journeys Need To Connect All Online to Offline Touchpoints.
Customer Centricity
Journeys need to map online experiencesto real-world brand experiencesfor a single seamlessbrand experience.

Distribution
Content Placement
and Syndication
Measurement&
Optimization
Listening, Tracking and
Performance Analysis
Brand
Experience
Campaign
Planning
Research, Ideation,
Strategy
Context &
Relevance
Development
Content Creation,
Asset Management
Optimization
Search, Social,
Usability
Optimization
Customer Centricity
Identify with
target personas.
Reinforce a blended
and seamless brand experience.
Develop campaigns with clear
objectives.
Align to target
personas and behaviors.
Deliver via
experiential, lifestyle designs.
Complement offline
touchpoints and real world
brand image.
Build engagements on the consumer's
own terms. Relevance. Context. Right
Place. Right time.
Seek to create emotional response.
Deliver aspirational themes for
building brand affinity.
Consistently deliver to
create trust and credibility.
Be flexible to evolve with
digital change catalysts.
ReflectionPoint
Journeys Need To Deliver Experiences With Context and Relevance.
Context and relevancy should never be sacrificed in support of volume & frequency.
Content should always be managed from a perspective of Quality over Quantity.

Customer Centricity
ReflectionPoint
Journeys Need To Engage Customers Based On (4) Guiding Principals.
Be a valued resource
of information & education
for solving customer needs.
Create active
community engagements and
social sharing.
Create a brand
experience around the
core value proposition.
Build credibility & trust to
drive website traffic and
consideration.
1 3
4
2
The underlying foundation to a customer experience will be based on four key guiding principles:
value, experience, community and trust.

ReflectionPoint
Journeys Need To Deliver Seamless Omnichannel BrandExperiences.
Customer Centricity
q Unified: One brand, one voice, different channels
q A continuous experience across channels
Brick-and-Mortar Web
Mobile
Email
Social
Media
Unified
Seamless
Targeted Content
Core Content Features
Start Continue End
q Contentdistributionis prioritized based on channel or
context
q Contentcore features remain the same across channels
(e.g. products | services | costs | value propositions)

OPERATIONS
Managing Business Change
Strategic Oversight

Strategic Oversight

Process Digitization
Strategic Oversight

Mobilizing the organization to successfully transform may require
re-aligning operational and workflow efficiencies.
Process digitization, worker enablement, and performance management
will be dependent on applying the right skills, knowledge, expertise, stewardship
and vision to the digital transformation initiative.
Managing Business Change Strategic Oversight

Assess roles and responsibilities via process digitization needs.

Organizations are shifting the C-Suite landscape
to align to a new digital corporate mindset with the proposed emphasis
on customer centricity as the new business model.

Source: Hinch Cliffe
ReflectionPoint
Reviewing Roles and Responsibilities for Transformation.
Strategic Oversight
The C-Suite landscape may need to slightly shift and change to align to the proposed emphasis on customer centricity as the new business model.
REPRESENTATION

Assessing the current C-Suite landscape may be a barrier to change.
Transformation with or without executive change may be realized
if sponsorship can still be secured across areas of responsibility.

Worker Enablement
Strategic Oversight

To enable workers is to implement viable workflow models.
As a global organization, several workflow models can be implemented based upon
operational and/or geography needs and requirements.

Develop workflow models to facilitate global transformation needs.

APPLY A BASELINE TIMELINE CADENCE
90 Days 180 Days 360 Days 360 + Days
ReflectionPoint
The Centralized Corporate Workflow Model Framework.
Strategic Oversight
REPRESENTATION
Content
Execution
Corporate
Building Block
Execution
ü PHASED-IN ROADMAPS
ü OBJECTIVE & TIMELINE
MANAGED
ü Web & App Design
ü SEM
ü Content Marketing
ü Experiential Marketing
ü Social Media Marketing
ü Mobile & App Marketing
ü Email Marketing
ü Inbound Marketing
ü Employer Branding
ü Online Advertising
Measurement
Adjustment
Alignment
Adaptation
Collaboration
Iterative
Planning
Cycles
Milestone
Management
Centralized
Corporate
Workflow
Alignment
Model
Discovery
Discovery
Input
Workshop
Stakeholder
Introductions
Audits
Journey
Mapping
Findings
Ecosystem
Optimization
Ecosystem
Optimization Digital
Footprint
Strategy
Strategic
Directions
ü Vision, Goals, Objectives
ü Seamless Brand Experience
ü Integrated Marketing
ü Branding Guidelines
ü Channel Use
ü Content Needs
ü Channel Optimization
ü Localization
ü Mobile Optimization
ü Lead Generation
ü KPIs & Milestone Mapping
Conversion
Engagement
& Lead
Nurturing
Ecosystem
Alignment
Ecosystem
Alignment Digital
Footprint
ü Channel Use Optimization
ü Integrated Digital Footprint
ü Customer Journey & Touchpoint Alignments
ü Seamless Omnichannel Brand Presence

Content
Execution
Corporate
Building Block
Execution
MANAGED
ü Web & App Design
ü SEM
ü Email Marketing
Measurement
Adjustment
Alignment
Adaptation
Collaboration
Iterative
Planning
Cycles
Milestone
Management
Centralized
Corporate
Workflow
Alignment
Model
Discovery
Discovery
Input
Workshop
Stakeholder
Introduction
s
Audits
Journey
Mapping
Findings
Ecosystem
Optimization
Ecosystem
Optimization Digital
Footprint
Strategy
Strategic
Directions
ü Channel Use
ü Content Needs
ü Localization
ü Lead Generation
Conversion
Engagement
& Lead
Nurturing
Ecosystem
Alignment
Ecosystem
Alignment Digital
Footprint
ReflectionPoint
The Hub and Spoke Workflow Model Frameworks.
Strategic Oversight
REPRESENTATION
Local & Regional
Presences
Added
Region
Layers
Added
Region
Layers
Added
Region
Layers
Managed
Strategic
Directions
Regional
Measurement
Adjustment
Alignment
Adaptation
Collaboration
Iterative
Planning
Cycles
Integrated
Regional
Footprint
Corporate
Governed
Region Spokes
Managed
Oversight
Leveraged
Corporate
Content
Content
Localization Region
Specific
Activity
Regional
Engagement
& Lead
Nurturing
Collaborative
Planning
Cycles
# COLLABORATIVE OFFICE ACTIVATION #

ReflectionPoint
Channels | Publishing – Hub & Spoke Model Frameworks.
Strategic Oversight
REPRESENTATION
• Content production framework will be built on a Hub & Spoke model that can be packaged and
documented for use across local offices.
• Overall governance will bring disparate stakeholders together into core teams to ensure positioning
and messaging reinforces corporate brand image and values, and leverages building a seamless
brand experience.
• Long-term rigid planning will be replaced with iterative planning cycles to provide a dynamic
platform to respond and adjust content directions to transformative digital trends and change
catalysts.
• The customer journey and the customer experience will always be front and center as the
keystone to content planning and development.

ReflectionPoint
Channels | Publishing – Hub & Spoke Model Frameworks.
Strategic Oversight
REPRESENTATION
• Corporate content will be leveraged and re-purposed for use across local assets for better
production/resource/cost efficiencies as well as benefit content volume and frequency
needs.
• Content analysis and planning will be an ongoing process to identify resonating content
themes and topics that appeal to target personas.
• Content engineering practices will leverage technology and structured processes to automate
content distributionfor best efficiencies.
• Real-time analytics and measurement based on objectives will constantly track KPI
performance to govern evolutions and to continuously align best practices to drive
maximum business ROI.

ReflectionPoint
The Decentralized Regional Workflow Model Frameworks.
Strategic Oversight
# COLLABORATIVE OFFICE ACTIVATION #
Local Content
Local Execution
Local
Building Block
Execution
MANAGED
ü Web & App Design
ü SEM
ü Email Marketing
Local
Measurement
Local
Adjustment
Local
Alignment
Local
Adaptation
Local
Collaboration
Local
Planning
Cycles
Local Milestone
Management
Decentralized
Regional
Workflow
Alignment
Model
Local Discovery
Local
Discovery
Input
Workshop
Stakeholder
Introductions
Audits
Journey
Mapping
Findings
Local Ecosystem
Optimization
Local
Ecosystem
Optimization
Digital
Footprint
Local Strategy
Local
Strategic
Directions
ü Channel Use
ü Content Needs
ü Localization
ü Lead Generation
Local Ecosystem
Alignment
Local
Ecosystem
Alignment Digital
Footprint
Local Conversion
Local
Engagement
& Lead
Nurturing
Seamless
Integration
with
Corporate
Footprint &
Branding
REPRESENTATION

Performance Management
Strategic Oversight

Upon implementing the desired workflow model(s),
stewardship of the transformation initiative should mirror an objective based roadmap
and timeline management style using agile management principals.

Measureperformance
against channelKPIs and
overallbusinessROI
impact
Implementsystems
platforms, process&
methodologies
Set performance
measurementcycles
MANAGE EXECUTION
TO GOALS & OBJECTIVES
Mobile Marketing
Experiential Marketing
Offline Integration
Touchpoint Marketing
SEAMLESS BRAND EXPERIENCES
ReflectionPoint
Objective Based Roadmap and Timeline Management Framework.
Strategic Oversight
REPRESENTATION
OnlineAdvertising
Mobile &
App Marketing
Continuallyadjust &
adapt for enhanced
performance
Agile Management
C o m m u n I t y E n g a g e m e n t s & N u r t u r I n g
Phase In Initiatives
Based on Timeline
Priorities,Resource&
BudgetAllocation
Web Marketing
Search Engine Marketing
Email Marketing
Touchpoint Alignment
ContentMarketing
Social Media Marketing
FootprintOptimization

Applying an adaptable team structure and role framework
will also be key for success.
Collaboration across operations, departments and geographies
with clear assignments of ownership and responsibilities for each building block
element will be a necessity for advancing the initiative.

ReflectionPoint
Transformation Stewardship, Governance and Oversight Frameworks.
Strategic Oversight
REPRESENTATION
Steering Committee
Management
Creative
Directors
Program
Managers
Analytics
Managers
Content
Strategists
Brand Marketing
& Digital Leads
Digital
Strategists

ReflectionPoint
Transformation Team Structure and Role Resource Frameworks.
Strategic Oversight
REPRESENTATION

ReflectionPoint
TransformationTeam Workflowand ResourceAllocationFrameworks.
Strategic Oversight
REPRESENTATION
Select Digital
Team Specialists
SEM Specialists
Social Media
Manager
Content
Specialists
IT & Web
Developers
Impacted
Department
Heads
Local Impacted
Interests
Other Relevant
Stakeholders &
Agency Partners
Select Digital
Team Specialists
Select Marketing
Specialists
Select Data
Team Analysts
Select Marketing
Analysts
Select Agency
Stakeholders
Select Relevant
Stakeholders
Internal Change
Agents (Champions)
All Digital
Team Specialists
All Marketing
Team Specialists
Departmental
Stakeholders
All Other Relevant
Stakeholders
All Impacted Dept.
Interests
Select Digital
Team Specialists
SEM Specialists
Social Media
Manager
Content
Specialists
Impacted Dept.
Interests
Select Digital
Team Specialists
SEM Specialists
Social Media
Manager
Content
Specialists
Impacted Dept.
Interests
Select Digital
Team Specialists
SEM Specialists
Social Media
Manager
Content
Specialists
Media Planner
Select Digital
Team Specialists
IT & Web
Developers
Social Media
Manager
Content
Specialists
Other Workflow
Impacted Interests
Impacted
Department
Heads
Social Media
Manager
Content
Specialists
Select Digital
Team Specialists
Select Marketing
Specialists
Onboarding
&
Continued
Learning
Workflow
Framework
Audit Findings
Journey Mapping
Findings
Ecosystem
Optimization
Strategic
Directions
Process &
Methodology
Workflow
Alignments
Content
Directions
Technology
Stacks
Ecosystem
Alignment
Building Block
Execution
Conversion
Collaboration
Workshops
Measurement
Brand
Marketing
and
Digital
Team
Management
Leads
Impacted
Department
Heads
Internal
Change Agents
(Champions)
Other Relevant
Stakeholders &
Agency Partners
Select Digital
Team Specialists
Select Marketing
Specialists
+ ALIGNED IMPACTED CORPORATE & REGIONAL INTERESTS +

OPTIMIZATION
DISCOVERY STRATEGY ALIGNMENT CONTENT EXECUTION ENGAGEMENT
Digital & Brand
Team Collaboration
Digital Team Task Brand Marketing Task
BRAND UNIT or BRAND MANAGEMENT & OVERSIGHT
Vision, Goals,
Objectives, KPIs
Strategic
Direction Planning
Milestones
Applied
Process
Roadmaps Applied
Timelines &
Budget Applied
Overall
Direction Approved
Direction
Re-alignments
Budgets
Allocated
Stakeholder
Meetings
Benchmark Audits
Audit Findings
Journey Mapping
Journey Mapping
Findings
Final Discovery &
Alignments
Initial Discovery
Collection Workshops SEO Alignments
Visual Branding
Alignments
Publishing
Alignments
Navigation
Alignments
Architectural
Alignments
Content
Marketing
Web & SEM
Marketing
Experiential
Marketing
Social
Media Marketing
Mobile & App
Marketing
Email
Marketing
Inbound
Marketing
Employer
Branding
Channel Use
Optimization
Seamless
Footprint Integration
Touchpoint
Alignment
Channel
Content Optimization
Process & Methodology
Optimization
Community
Management
Seamless Omnichannel
Experiences
Brand Engagements
& Conversions
Journey
Optimization
Web &
App Design
Performance
Measurement Cycles
Adaptation
& Adjustment
Iterative
Milestone Planning
Resource &
Budget Management
Timeline
Management
Content
Publishing
Community
Engagements
Brand Experience
Management
DIGITAL TEAM STEWARDSHIP, MANAGEMENT & OVERSIGHT
ReflectionPoint
Transformation Team Collaborative Workflow Frameworks.
Strategic Oversight
REPRESENTATION

There may be times allocating the right resources with the right expertise
may stretch the capabilities of the organization…
either due to bandwidth constraints, the lack of expertise in a specific
marketing discipline or market category – or even based on local expertise
and language needs.

To be able to collaborate across offices and geographies ensures
the initiative of being able to apply the best possible expertise at the right moment
for the specific job task regardless of personnel location
and without program interruption.

BUSINESS MODEL
Strategic Oversight

Increasingly, we can no longer build business based on traditional
sales models, target demographics and marketing approaches.

In this new economy, it takes more than transferring
existing models and processes to digital touchpoints. It requires digital
innovation centered around a connected customer
with ever-evolving expectations.

Digital Globalization
Strategic Oversight

As a final consideration and review, there are essentially five steps
to transition to a for successful customer centric business model for which each
step has been discussed throughout this document.

Transitioning to a customer-focused business model will include five stages of transformation.
ReflectionPoint
The Five (5) Stages of Building a Customer Centric Business Model.
Source: Harvard Business Review
CUSTOMER
INSIGHTS
Customer-
Centered
MINDSET
Customer-
Centered
DATA
CULTURE
Customer-
Centered
DIGITAL
Transformation
Customer-
Centered
OPERATIONAL
Transformation
Customer &
Employee-
Centered
WORKPLACE
STEP ONE STEP TWO STEP THREE STEP FOUR STEP FIVE
Developing each of these capabilities will evolve an
organization to a customer-centric business model.

ADOPT A CUSTOMER-CENTRIC MINDSET
COMMIT TO UNITING AROUND THE CUSTOMER AND THE EMPLOYEE.
Set a vision and strategy for unified customer engagement across the organization.
Make it easy for employees to make it easy for customers.
Shift from selling to the customer (product-centric) to serving the customer.
Form a cross-functional steering committee to chart and manage a customer innovation roadmap.
Optimize decision making to accelerate experimentation and transformation.
Strategic Oversight

FOSTER A DATA CULTURE
PLACE CUSTOMER INSIGHTS AT THE CENTER OF OPERATIONAL TRANSFORMATION.
Build a deliberate path to achieving a single source of customer truth.
Embrace a data culture that helps every employee get closer to your customers.
Train and educate employees on digital-first customer and data proficiency.
Facilitate access to trusted real-time data sources across the customer’s journey, making it easy for
customer-facing employees to find relevant information. Build a center of excellence to cultivate data
expertise and promote the voice of the customer. Create defined customer feedback loops.
Strategic Oversight

PRIORITIZE DIGITAL TRANSFORMATION
IMPROVEAND REIMAGINE THECUSTOMEREXPERIENCE FROMTHE FRONTTOTHEBACK OFFICE.
Identify customer friction and opportunities to improve experiences—and deliver new value.
Resolve customer issues as the primary justification for any new program.
Define the new business and information technology (IT) functions and capabilities needed to support
new experiences and agree on the most critical outcomes the organization needs, and how to measure
them. Align IT and business leaders on a 360-degree digital operating model to improve CX and raise
customer-facing performance.
Create an enterprise digital governance model that underpins and supports the digital operating model.
Use shared data, processes, apps, and APIs to create capabilities quickly.
Strategic Oversight

PURSUE OPERATIONAL TRANSFORMATION
REIMAGINE OPERATIONSAROUNDCUSTOMERINSIGHTS,INTEGRATION, ANDCOLLABORATION.
Align IT, sales, service, marketing, commerce, HR, digital governance, and analytics
to create one team organized around the customer.
Unify the organization’s functions and operational models to support cohesive customer engagement.
Adopt customer-centric business processes. Make fundamental shifts in products and/or services, and
how teams work together, to deliver the value and experiences customers seek.
Anticipate and respond to changes in customer needs.
Embrace agile methodologies to support infinite digital transformation.
Strategic Oversight

EMBRACE A CUSTOMER AND
EMPLOYEE-CENTERED WORKPLACE
THE FORMULA FOR ENHANCING CX IS TO EMPOWER THE EMPLOYEE EXPERIENCE (EX).
Design EX to deliver a unified CX.
Invest in systems, tools, and processes that allow and encourage cross-team collaboration.
Train managers and employees to empathize with customers and team members, to ask the right
questions, and to be good listeners and storytellers. Apply incentives to individual behaviors that drive
business goals.
Encourage groups with different skill sets to solve customer problems together.
Give teams the authority to act in the customer’s best interest.
Strategic Oversight

In the end and reinforcing our discussion,
customer behaviors and expectations have indeed changed the trajectory of
digital transformation—and, more importantly, the future of business.

Striving to become a global digital organization will enable the use of advanced
technology and data to reimagine business and organizational models to
become more human-centered.

This Is and Will Be The Path To Your Success.

FINAL THOUGHTS
ARE YOU READY TO TRANSFORM?
Realizing Business Change

DIGITAL TRANSFORMATION IS…
THE RE-ALIGNMENT OF, OR NEW INVESTMENT IN, TECHNOLOGY, PROCESS,
AND BUSINESS MODELS TO MORE EFFECTIVELY ENGAGE CONSUMERS AT
EVERY TOUCHPOINT IN THE CUSTOMER EXPERIENCE LIFECYCLE.

To transform is to become a global digital organization.

Digital transformation IS NOT a technological advent.

Digital transformation IS a cultural mutation.

To transform is to act by changing the rules.

Change the Rules.
Action is KEY to reduce the resistance to change...
to engage action is to
Leverage Actionable Process & Methodology.

Change the Rules.
From concept to MVP, every step should be a milestone…
Build Progressive Building Blocks.

Change the Rules.
Individuals and innovation over legacy process and tools.
Business intelligence over antiquated workflows.
Customer models over transactional models.
Globalization over departmentalization…
.
Apply Agile Management and Process.

Change the Rules.
Create change agents across the organization at all levels…
Build An Internal Movement.

Change the Rules.
Eliminate silos and methodology that become barriers...
Promote A Startup Inspiration Mindset.

Change the Rules.
Challenge status quo and historic directions…
Continually Evolve To Make Possibilities
Realities.

Change the Rules.
Progressive Change Brings Lasting Change…
.
Promote Each Step As A Victory.

A FINAL CHECKLIST
REVIEW
TRANSFORMING ACTIONABLE STEPS.

Digital Transformation will indeed be unique for every organization.
To advance your own initiative, you can reflect on the following checklist
to realign as necessary current efforts as needed to move
your transformation to the next step.

ReflectionPoint
Getting Started | A Digital Transformation Checklist.
Vision and Leadership Digital Customer Experience Digital Transformation Team
Document the factors that are disrupting the market.
Assemble data and proof points that help make the
case to the C-Suite and sponsors.
Identify past research related to the customer journey
and map the digital customer journey. Interview
stakeholders about customer behaviors to assess
challenges and opportunities.
Identify candidates for a cross-functional
transformation team.
Clearly articulate why transformation is critical for
business using examples of other companies and the
benefits they realized. Develop a SWOT to assess an
organization’s actual position for transformation.
Document the differences between the current
journey and that of diogital customers. Observe
persona traits or characteristics that are unique to
segment customers into distinct audiences.
Develop a cross-functional collaborative group to
become the steering committee. Schedule recurring,
timely meetings and reporting. For the prioritization
and delegation of building block initiatives.
Draft a sample vision statement and supporting
narrative for what digital transformation looks like for
your organization. Emphasize top-line advantages and
benefits and how it enables business goals and
improves customer experiences. Document both
short-term and long-term visions.
Chart a sample journey around what the right
experiences may be for distinct persona groups based
on changing consumer behaviors. Organize the
journeys by channel and screen to represent an
omnichannel touchpoint view.
Build a strategic alliance with IT (they must be part of
the steering committee and collaborative groups).
Seek out executive sponsors to help rally support and
act as leading champions for transformation efforts.
Observe the gaps in touchpoints and where
investments are being made today and where
additional investment may be needed.
Form a data collection and insights team as part of the
transformation workgroup and steering committee.
Create new roles as necessary to collect, analyze, and
storify data.
Ensure that executive sponsors communicate the
vision, the benefits and recurring updates throughout
the organization to rally employees across the
enterprise.
Assess the processes, policies, and systems that
present barriers to change and pinpoint what it would
take to overcome hurdles.
Measure impact of transformation at the enterprise
level and at each touchpoint to document progress
and benefits. Establish a reporting process to
disseminate progress to workgroups and
stakeholders.
Continue to study the “ultimate customer journey”
every six months to adapt investments in relevant
customer experience strategies.
Develop a workshop and training regimen to beidge
the gap between existing and required expertise for
transfoamtion processes and technologies.

In closing, as we have learned, new technologies is certainly part of our
transformation effort.
However, the value proposition remains to be strategically empowering the
organization with a vision through the necessary transformational steps as discussed
to realize customer and business benefit for all the possibilities
that new technologies create.

This Can Be Your Transformation Journey…

With Vision, Commitment and Action…
Business Change Becomes Possible.

Are You Ready?

APPENDIX
A DIGITAL CHALLENGE
CHALLENGE YOUR TEAM TO JOIN THE INTERNAL MOVEMENT.
Advocating for Business Change
Digital Challenge

All movements start with a few key people.
Digital Challenge

To impact change is to actively participate in change.
Are you a change agent? Do you want to make a difference?
Are you up to the challenge?
Join the movement today and give us your pledge
to positively make business change.
The Digital Challenge
Digital Challenge

Sign me up. I want to join the Digital Challenge and be part of the Elanco movement.
I, ____________________, choose to make a difference and I will support the 2022
Elanco Digital Challenge for impacting digital transformation and business change.
This is my personal declaration and pledge to be a champion and change agent for
transformational business change.
------------------------------------------------------------------------------------------------------------------
Fill in your name, take a screen shot or copy and paste this pledge note, and send it via email
to Mel Halkyardto show your support.
In appreciation, we’d like to send you some free swag. We’ll send you a branded Digital Challenge tee-shirt
in the size and color of your choice to proudly declare your acceptance of the digital challenge with fellow
colleagues.
Simply send us your size and color preferences to [name] at [email address] to receive your
Digital Challenge tee-shirt.
The Digital Challenge Pledge
Digital Challenge

AUTHOR CREDITS
A Blueprint for Inspiration & Aspiration Author Credentials

Daniel McKean
Bio & Credentials
About The Author
Daniel is a 30+ years marketing veteran and consultant who
has provided agency and direct to client consulting services
across all marketing disciplines, including 20+ years in digital
marketing and 10+ years in marketing data analytics.
As a principal consultant since 2002, Daniel has traveled the
world and provided senior-level strategy and analytics
expertise to large multi-national B2C and B2B brands; federal,
state and local governments; clients in the entertainment and
sporting industries, as well as internationally recognized
marketing agencies.
Sample work has included: Elizabeth Arden, Alés Group, FIVB,
Microsoft, National Institutes of Health (NIH), New York State,
PepsiCo, Stella Artois, Swatch, Swiss Army, Ticketmaster,
United Nations, Visa, Wilson Sporting Goods, and many more.
Daniel is married to his wife Lisa of 27 years, has two grown
children (Ethan and Emma) and is an animal lover and proud
owner of two Siberian Huskies and two Siamese cats.
Education:
BS/BA Advertising & Public Relations
MIT Sloan School of Business, Digital Analytics
MarketingDisciplineExpertise:
Advertising, Digital Media, Social Media, Public Relations,
Direct Marketing, Trade Show Marketing, Marketing
Communications, Email Marketing, Content Marketing,
Copywriting, SEO, SEM, Marketing Dashboards, Data Analytics.
Certifications:
Marketing Analytics, Data Visualization, Google Analytics,
Google Tag Manager, Google Data Studio, DOMO, Tableau,
Power BI, Excel Pivot Tables, Excel Solver, SEO, SQL.
W O R K I N G M O T T O : M A K E A D I F F E R E N C E E A C H A N D E V E R Y D AY.
Author Credentials
linkedin.com/in/danielmckean

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