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How do we measure the value of social media?
WWW
"The implications of our findings are that 
fostering customer participation can be very 
profitable and that companies are better off 
when they emphasize customer 
participation over word of mouth, as 
opposed to the reverse. Our study of the retail 
bank mentioned earlier suggests that customer 
activity directed toward the company creates 
more customer “stickiness” (greater attachment 
and commitment) than customer-to-customer 
activity." 
Source: http://sloanreview.mit.edu/article/why-customer-participation-matters/ 
ENGAGEMENT AND WORD-OF-MOUTH IS GOOD, BUT THE BEST VALUE CREATION IS 
ACHIEVED FROM PARTICIPATION AND COLLABORATION WITH CUSTOMERS. 
WWW
Companies routinely invest in technology, and too often feel 
they get routine results. Technology’s promise is not simply 
to automate processes, but to open routes to new ways of 
doing business. 
78% of respondents, achieving digital transformation will become critical to their organizations within the next two years. 
However, 63% said the pace of technology change in their organization is too slow. 
The most frequently cited obstacle to digital transformation was “lack of urgency.” 
MIT Sloan Management Review 
http://sloanreview.mit.edu/projects/embracing-digital-technology/ 
WWW
"EVERYTHING AROUND YOU THAT YOU CALL 
LIFE, WAS MADE UP BY PEOPLE THAT 
WERE NO SMARTER THAN YOU. AND YOU 
CAN CHANGE IT..." 
- STEVE JOBS - 
WWW
WWW
WWW 
According to a recent global study of 1,500 CEOs conducted by IBM, the biggest 
challenge those CEOs face is the so called complexity gap. Eight out of 10 expect 
the business environment to grow in complexity, but fewer than half feel prepared 
for the change. The research also reveals that CEOs see a lack of customer insight 
as their biggest deficit in managing complexity. They prioritize gaining customer 
insight far above other decision-related tasks and rank “customer obsession” as the 
most critical leadership trait. 
SOURCE: An Anthropologist walks into a bar... 
Christian Madsbjerg and Mikkel B. Rasmussen 
HBR March 2014
A NEW 
CHAPTER OF 
CAPITALISM 
THE 
KNOWLEDGEABLE 
CUSTOMER 
DISMANTLING 
THE SALES 
MACHINE 
CUSTOMER 
INSIGHT 
MULTI-CHANNEL 
OMNI-CHANNEL 
THE 
LEARNING 
ORGANIZATION 
ROMI 
EXTENDED 
VERSION 
CONNECTING 
THE DOTS 
WWW
WWW
WWW
The illusion of capitalism by management 
- it hasn't proven itself as a brilliant and state - 
we need to get back to the important stuff - the customers 
WWW
/ MEANINGFUL 
the product of capitalism by 
management 
"THINK ABOUT CUSTOMER 
SERVICES BEFORE YOU THINK 
ABOUT THE PRODUCT. SERVICE 
PROVIDES A CONTINUOUS SOURCE 
OF INCOME. THE PRODUCT IS 
WORTHLESS WITHOUT CUSTOMER 
EXPERIENCE." 
- Professor Solomon Darwin, Berkeley 
WWW
WWW
WWW
WWW
WWW
WWW
WWW
WWW
WWW 
SOCIAL SELLING
WWW
WWW
WWW
WWW
WWW
"THE BUSINESS CULTURE 
IS USING THE WRONG 
MODEL 
OF HUMAN BEHAVIOR. IT 
IS GETTING PEOPLE 
WRONG." 
"ONCE YOU START TRULY UNDERSTANDING PEOPLE'S 
BEHAVIOR, YOU WILL BEGIN TO SEE YOUR BUSINESS 
LANDSCAPE WITH A NEW CLARITY. YOU WILL 
RECOGNIZE NEW OPPORTUNITIES AND IDENTIFY 
THE SOURCES OF OLDER, SEEMINGLY INTRACTABLE 
CHALLENGES." 
- THE MOMENT OF CLARITY - 
CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN 
WWW
WWW
WWW
WWW
the customer journey 
step 1 
CEO 
Board of Directors 
C-level 
STEP 2 
STEP 3 
STEP 4 
STEP 5 
STEP 6 
STEP 7 
STEP 8 
STEP 9 
STEP 10 
STEP 11 
STAKEHOLDERS 
- Management team 
Marketing and Coms. director 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
STATUS 
BARRIERS / OPPORTUNITIES 
John Doe 
John Doe 
RELATION PLATFORMS 
AND SERVICES 
COMS. 
XMP XMP 
XMP 
XMP XMP 
XMP 
XMP 
situation, opportunities, JobS-to-be-done and activity 
1 
2 
3 
4 
5 
6 
7 
8 
9 
10 
11 
Write here... 
NOTES 
ACTIVITIES, CHANNELS AND ARENAS 
Write here 
1:1 
XMP XMP XMP 
SOCIAL MEDIA 
STEP INTERNAL EXTERNAL 
Hired conultants 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
John Doe 
Write here... 
Write here... 
Write here... 
Write here... 
Write here... 
Write here... 
Write here... 
Write here... 
Write here... 
XMP XMP 
XMP XMP XMP 
XMP XMP XMP 
XMP XMP XMP 
XMP 
XMP 
XMP XMP 
Write here 
Write here 
Write here 
Write here 
Write here 
Write here 
Write here 
Write here 
Write here 
Write here 
B. WHAT IS THE CUSTOMER 
TRYING TO ACHIEVE? 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
C. BASED ON (B) WHICH 
JOB IS THE CUSTOMER 
HIRING THE COMPANY FOR? 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
XMP XMP 
D. WHAT ARE WE OFFERING 
THE CUSTOMER? 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
XMP 
XMP 
E. WHERE AND HOW ARE 
WE OFFERING THIS? 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
XMP 
XMP 
XMP XMP 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum XMP XMP XMP 
FEEDBACK FROM WORKSHOP 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum - Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
TETT 
OPPFØLGING 
MØTE-SERIER 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
- Lorem Ipsum 
XMP 
XMP 
XMP 
XMP 
XMP 
XMP 
WWW
WWW
WWW
CUSTOMER 
HYPOTHESIS AND INDUSTRY DRIVEN BLIND APPROACH 
RUNNING TOGETHER WITH THE CUSTOMERS 
LAUNCH 
WWW
WWW
WWW 
IMAGE BY LAUREN MANNING ON FLICKR.COM
WWW 
M+HOW IS SOCIAL CHANGING ROMI? 
GAME THEORY BY ROBIN HUNICKE: 
D=A THE MECHANICS 
THE DYNAMICS 
THE AESTHETIC 
FUNCTIONAL & 
WHAT HAPPENS WHEN 
THE RESULT 
EMOTIONAL 
PEOPLE INTERACT WITH IT 
IMAGE BY LAUREN MANNING ON FLICKR.COM
EVERY TIME YOU SOLVE A PROBLEM 
YOU CREATE A PROBLEM 
- Kevin Slavin - 
measuring the value of any new capacity with 
old means only gives us one more fork to eat 
the same pie with. 
social media is not about efficiency of time, 
reach or scale - it's a platform giving 
companies brand new tools - to solve brand 
new challenges. And to be able to do that it 
needs to be measured with brand new 
measurements... 
PHOTO BY KRIS KRUG FOR #POPTECH ON FLICKR.COM 
WWW
WWW
WWW
customer life time value 
MND 
GWh 
23.1 / 32 
11.1 / 91 
31 / 32 
WWW
EXISTING KPI's [impossible to measure accurately and di!cult to se the relevant value from] 
45% 25% 15% LEADS 
45% should be more 
positive to the brand 
50% 70% 
25% should be more 
interested in booking a new 
trip 
(revenue and redemption) 
15% shall have knowledge 
about the advantages of 
the bonus program incl. 
Partnerships. 
Create new leads/members 
to bonus program 
50% of the target group 
should have read the 
magazine/content 
70% have a high liking 
SUGGESTED ADDITIONAL DIGITAL KPI's 
CLV SHARE 
OF FLIGHTS 
(LOYALTY) 
FLIGHTS 
BONUS 
PROGRAM 
USAGE 
Increased Customer Life 
Time Value (membership) 
NEW 
BUSINESS 
MODELS 
SALES 
Increased loyalty (of the times 
you fly, how often do you fly with us) 
Increased number of flights 
(travels) pr. customer 
(proactivity) 
Increased usage of bonus 
points and partners 
Revenue from new digital 
business models and 
number of partnerships 
Sales / growth 
LEADS 
Create new leads/members 
to bonus program 
WWW
WWW
ROADMAP 01.01.2014 - 30.06.2015 
2013-Q1 2013-Q2 2013-Q3 2013-Q4 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 
Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. 
Milestones 
Type 
Customer Satisfaction 
Text detailing goal definition 
Platform/Channel/Arena X 
Projects connected to platform X 
Platform/Channel/Arena Y 
Projects connected to platform Y 
Platform/Channel/Arena Z 
Projects connected to platform Z 
Project Title [Start date - End Date] 
Further explanation on the project 
xyz 
xyz 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
xyz 
xyz 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
xyz 
xyz 
xyz 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Goals 
Platforms 
Eval. Eval. Eval. Eval. Eval. 
Type 
Type 
Type 
Type 
Type 
Type 
Type 
Type 
Type 
Type 
Type 
Type 
Company - project title 
Client representative 
Type 
Type 
Type 
Brand Awareness 
Text detailing goal definition 
Product Awareness 
Text detailing goal definition 
Sales 
Text detailing goal definition 
xyz 
xyz 
xyz 
xyz 
xyz xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
xyz 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
Project Title [Start date - End Date] 
Further explanation on the project 
HELGE TENNØ 
TOOL 
PLANNING 
AND 
EXECUTION 
CUSTOMER INSIGHT, SALES, 
MARKETING, PRODUCT 
DEVELOPMENT, LOYALTY, ETC. 
- CAN ALL BE ENABLED BY 
DIRECT AND INDIVIDUAL 
CONTACT WITH CUSTOMERS, 
THEIR INVOLVEMENT AND 
PARTICIPATION. THE 
ROADMAP OFFERS AN 
OPPORTUNITY TO PLAN, 
EXPLAIN AND VISUALIZE HOW 
ALL THESE CAN BE WORKING 
TOGETHER OVER TIME AND 
JOINTLY CREATE NEW 
BUSINESS VALUE ... 
GET IN TOUCH ON 
MILESTONES 
BUSINESS 
GOALS 
ACTIVITIES 
& PLATFORMS 
TIMELINE
HELGETENNO.COM 
WWW

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How do we measure the value of social media?

  • 2. WWW
  • 3. "The implications of our findings are that fostering customer participation can be very profitable and that companies are better off when they emphasize customer participation over word of mouth, as opposed to the reverse. Our study of the retail bank mentioned earlier suggests that customer activity directed toward the company creates more customer “stickiness” (greater attachment and commitment) than customer-to-customer activity." Source: http://sloanreview.mit.edu/article/why-customer-participation-matters/ ENGAGEMENT AND WORD-OF-MOUTH IS GOOD, BUT THE BEST VALUE CREATION IS ACHIEVED FROM PARTICIPATION AND COLLABORATION WITH CUSTOMERS. WWW
  • 4. Companies routinely invest in technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. 78% of respondents, achieving digital transformation will become critical to their organizations within the next two years. However, 63% said the pace of technology change in their organization is too slow. The most frequently cited obstacle to digital transformation was “lack of urgency.” MIT Sloan Management Review http://sloanreview.mit.edu/projects/embracing-digital-technology/ WWW
  • 5. "EVERYTHING AROUND YOU THAT YOU CALL LIFE, WAS MADE UP BY PEOPLE THAT WERE NO SMARTER THAN YOU. AND YOU CAN CHANGE IT..." - STEVE JOBS - WWW
  • 6. WWW
  • 7. WWW According to a recent global study of 1,500 CEOs conducted by IBM, the biggest challenge those CEOs face is the so called complexity gap. Eight out of 10 expect the business environment to grow in complexity, but fewer than half feel prepared for the change. The research also reveals that CEOs see a lack of customer insight as their biggest deficit in managing complexity. They prioritize gaining customer insight far above other decision-related tasks and rank “customer obsession” as the most critical leadership trait. SOURCE: An Anthropologist walks into a bar... Christian Madsbjerg and Mikkel B. Rasmussen HBR March 2014
  • 8. A NEW CHAPTER OF CAPITALISM THE KNOWLEDGEABLE CUSTOMER DISMANTLING THE SALES MACHINE CUSTOMER INSIGHT MULTI-CHANNEL OMNI-CHANNEL THE LEARNING ORGANIZATION ROMI EXTENDED VERSION CONNECTING THE DOTS WWW
  • 9. WWW
  • 10. WWW
  • 11. The illusion of capitalism by management - it hasn't proven itself as a brilliant and state - we need to get back to the important stuff - the customers WWW
  • 12. / MEANINGFUL the product of capitalism by management "THINK ABOUT CUSTOMER SERVICES BEFORE YOU THINK ABOUT THE PRODUCT. SERVICE PROVIDES A CONTINUOUS SOURCE OF INCOME. THE PRODUCT IS WORTHLESS WITHOUT CUSTOMER EXPERIENCE." - Professor Solomon Darwin, Berkeley WWW
  • 13. WWW
  • 14. WWW
  • 15. WWW
  • 16. WWW
  • 17. WWW
  • 18. WWW
  • 19. WWW
  • 21. WWW
  • 22. WWW
  • 23. WWW
  • 24. WWW
  • 25. WWW
  • 26. "THE BUSINESS CULTURE IS USING THE WRONG MODEL OF HUMAN BEHAVIOR. IT IS GETTING PEOPLE WRONG." "ONCE YOU START TRULY UNDERSTANDING PEOPLE'S BEHAVIOR, YOU WILL BEGIN TO SEE YOUR BUSINESS LANDSCAPE WITH A NEW CLARITY. YOU WILL RECOGNIZE NEW OPPORTUNITIES AND IDENTIFY THE SOURCES OF OLDER, SEEMINGLY INTRACTABLE CHALLENGES." - THE MOMENT OF CLARITY - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN WWW
  • 27. WWW
  • 28. WWW
  • 29. WWW
  • 30. the customer journey step 1 CEO Board of Directors C-level STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 STEP 11 STAKEHOLDERS - Management team Marketing and Coms. director John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe STATUS BARRIERS / OPPORTUNITIES John Doe John Doe RELATION PLATFORMS AND SERVICES COMS. XMP XMP XMP XMP XMP XMP XMP situation, opportunities, JobS-to-be-done and activity 1 2 3 4 5 6 7 8 9 10 11 Write here... NOTES ACTIVITIES, CHANNELS AND ARENAS Write here 1:1 XMP XMP XMP SOCIAL MEDIA STEP INTERNAL EXTERNAL Hired conultants John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe Write here... Write here... Write here... Write here... Write here... Write here... Write here... Write here... Write here... XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP Write here Write here Write here Write here Write here Write here Write here Write here Write here Write here B. WHAT IS THE CUSTOMER TRYING TO ACHIEVE? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum C. BASED ON (B) WHICH JOB IS THE CUSTOMER HIRING THE COMPANY FOR? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP D. WHAT ARE WE OFFERING THE CUSTOMER? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP E. WHERE AND HOW ARE WE OFFERING THIS? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP XMP XMP - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP XMP FEEDBACK FROM WORKSHOP - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum TETT OPPFØLGING MØTE-SERIER - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP XMP XMP XMP XMP WWW
  • 31. WWW
  • 32. WWW
  • 33. CUSTOMER HYPOTHESIS AND INDUSTRY DRIVEN BLIND APPROACH RUNNING TOGETHER WITH THE CUSTOMERS LAUNCH WWW
  • 34. WWW
  • 35. WWW IMAGE BY LAUREN MANNING ON FLICKR.COM
  • 36. WWW M+HOW IS SOCIAL CHANGING ROMI? GAME THEORY BY ROBIN HUNICKE: D=A THE MECHANICS THE DYNAMICS THE AESTHETIC FUNCTIONAL & WHAT HAPPENS WHEN THE RESULT EMOTIONAL PEOPLE INTERACT WITH IT IMAGE BY LAUREN MANNING ON FLICKR.COM
  • 37. EVERY TIME YOU SOLVE A PROBLEM YOU CREATE A PROBLEM - Kevin Slavin - measuring the value of any new capacity with old means only gives us one more fork to eat the same pie with. social media is not about efficiency of time, reach or scale - it's a platform giving companies brand new tools - to solve brand new challenges. And to be able to do that it needs to be measured with brand new measurements... PHOTO BY KRIS KRUG FOR #POPTECH ON FLICKR.COM WWW
  • 38. WWW
  • 39. WWW
  • 40. customer life time value MND GWh 23.1 / 32 11.1 / 91 31 / 32 WWW
  • 41. EXISTING KPI's [impossible to measure accurately and di!cult to se the relevant value from] 45% 25% 15% LEADS 45% should be more positive to the brand 50% 70% 25% should be more interested in booking a new trip (revenue and redemption) 15% shall have knowledge about the advantages of the bonus program incl. Partnerships. Create new leads/members to bonus program 50% of the target group should have read the magazine/content 70% have a high liking SUGGESTED ADDITIONAL DIGITAL KPI's CLV SHARE OF FLIGHTS (LOYALTY) FLIGHTS BONUS PROGRAM USAGE Increased Customer Life Time Value (membership) NEW BUSINESS MODELS SALES Increased loyalty (of the times you fly, how often do you fly with us) Increased number of flights (travels) pr. customer (proactivity) Increased usage of bonus points and partners Revenue from new digital business models and number of partnerships Sales / growth LEADS Create new leads/members to bonus program WWW
  • 42. WWW
  • 43. ROADMAP 01.01.2014 - 30.06.2015 2013-Q1 2013-Q2 2013-Q3 2013-Q4 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Milestones Type Customer Satisfaction Text detailing goal definition Platform/Channel/Arena X Projects connected to platform X Platform/Channel/Arena Y Projects connected to platform Y Platform/Channel/Arena Z Projects connected to platform Z Project Title [Start date - End Date] Further explanation on the project xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project xyz xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Goals Platforms Eval. Eval. Eval. Eval. Eval. Type Type Type Type Type Type Type Type Type Type Type Type Company - project title Client representative Type Type Type Brand Awareness Text detailing goal definition Product Awareness Text detailing goal definition Sales Text detailing goal definition xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project HELGE TENNØ TOOL PLANNING AND EXECUTION CUSTOMER INSIGHT, SALES, MARKETING, PRODUCT DEVELOPMENT, LOYALTY, ETC. - CAN ALL BE ENABLED BY DIRECT AND INDIVIDUAL CONTACT WITH CUSTOMERS, THEIR INVOLVEMENT AND PARTICIPATION. THE ROADMAP OFFERS AN OPPORTUNITY TO PLAN, EXPLAIN AND VISUALIZE HOW ALL THESE CAN BE WORKING TOGETHER OVER TIME AND JOINTLY CREATE NEW BUSINESS VALUE ... GET IN TOUCH ON MILESTONES BUSINESS GOALS ACTIVITIES & PLATFORMS TIMELINE