The document details Edge Up Marketing's expertise in social media strategies, emphasizing the importance of understanding and engaging with audiences through various platforms. It outlines key concepts such as social media applications, marketing statistics, pitfalls, and the SMARTE methodology aimed at improving social media effectiveness for businesses. The document also discusses the evolving role of social media in business transactions and the necessity of a defined strategy to leverage its benefits.

1. Edge UP MarketingSMARTE: The Social-Media Adaptive/Responsive/Transcendent Enterprise© 2009 Edge Up Marketing, All rights reserved. Contents Confidential and Proprietary, Edge Up Marketing Use Only.

2. Presentation PurposePresent our Expertise and Point of View on Social Media: Trends

3. Concepts

4. Applications

5. Marketing

6. Statistics

7. PitfallsHighlight Our Consulting Offerings: Zeitgeist & Coffee Social Media Manager and SMARTE – Social-Marketing Effectiveness Methodology & Approach© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

8. ContentsWhat is Social Media?How is Social Media Changing: Media, BusinessThe 4 C’s of Social MediaSocial Media Applications & MarketingSocial Media StatisticsCommon Social Media Mistakes & PitfallsSMARTE Definition, Benefits, Steps to AchieveSMARTE Methodology & Delivery Approach© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

9. What is social media? Wikipedia says: Social media are primarily internet-and mobile-based tools for sharing and discussing information among human beings. The term most often refers to activities that integrate technology, telecommunications and social interaction, and the construction of words, pictures, videos and audios. The interaction, and the manner in which information is presented, depends on the varied perspectives and “building” of shared meaning among communities, as people share their stories and experiences. Businesses also refer to social media as user-generated content or user-generated media. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

10. What is social media?BloggingMicrobloggingVideobloggingPhotobloggingPodcastingMappingSocial networking

11. Social voting

12. Social bookmarking

13. Lifestreaming

14. Wikis

15. Virtual worlds

16. …© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

17. How is it changing… media?Pew Research, December 2008© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

18. How is it changing… media?© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

19. How is it changing… business?© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

20. How is it changing… business?© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

21. How is it changing… business?© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

22. How is it changing… business?© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

23. The 4Cs of Social Media© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

24. The 4Cs of Social MediaVisibleContentCollaborationCommunityCumulative Perceived ValueObscureSimpleDifficult© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

25. 4Cs of Social Media: ContentConsumersVisibleCaretakersContributorsContentCreatorsCollaborationCommunityCumulative Perceived ValueObscureSimpleDifficult© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

26. The Social Technographics LadderDefinition of the Types of Social Media Segments© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

27. The Social Technographics LadderSource: Forrester Social Technographics ProfileStatistics on the Types of Social Media Segments© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

28. Other Rules of ThumbThe 50-20-10-2 rule * 50% of people will passively participate * 20% will actively and frequently consume/trade content * 10% chime in opinion/rate and vote on content * 2% develop and innovate content© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

29. Common Social Media Applications © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

30. Social Media (SM) Marketing (SMM) SM Marketing relies on the audience to distribute and engage in the dialogue and sometimes the creation of additional content.Its about engaging, communicating via a dialogue and interacting with people. More so customers.Increasing traffic to a site by links, brand awareness and well attention.You pay attention to what your customer/user wants and needs! You do this by listening, interacting, chatting.One does this by having a presence on social networking sites and channels. Social Media Marketing is the venue to develop viral marketing http://wiki.beingpeterkim.com/© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

31. What is viral marketing？“Viral marketing refers to marketing techniques that use pre-existing social networks to produce increases in brand awareness or to achieve other marketing objectives (such as product sales) though self-replicating viral processes…It can be word-of-mouthdelivered or enhanced by the network effects of the internet” ---Wikipedia © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

32. Currently Practiced Forms of Word of MouthSocial media: blogs and podcasts (45%)Social networks (42%)Buzz/Guerrilla Marketing (25%)Influencer Programs - 23%Brand Experience Initiatives (21%)Viral Ads (18%)Brand Communities (16%)Source: Agent Wildfire Research 2008Brand/Customer Community-building WOM Social Media Production/Outreach WOM (i.e. blogs, podcasts)Social Network Production/Outreach WOMViral Marketing/Advertising WOM© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

33. Viral Marketing Further DefinedSimply relies on the audience to distribute the objective-Uses social networks like Facebook, MySpace, LinkedIn, Twitter to help achieve an objective…i.e. sales, brand awareness, etcThis objective is obtained by a “Viral Action”. This action is people passing on the content such as video, picture, an application, banner, and even just word (voice) of mouth.Bottom Line: Viral relies on the audience to spread the message with little or no interaction. Its generally a one time interaction.© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

34. Three factors making things go viralThe law of few: the connector; the maven and the salesmen The stickiness factorThe power of contextAccording to the “tipping point”…© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

35. What is brand community?“Brand community is a specialized, non-geographically bound community, based on a structured set of social relations among admirers of a brand.” (ALBERT M. MUNIZ, JR. THOMAS C. O’GUINN, 2001)© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

36. Brand Community Realities© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

37. Brand Community Types© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

38. Advantages of building a brand community DIRECT BENEFITINDIRECT BENEFIT New distribution, selling, customizing channel Superior innovation/solutions Galvanize employee/vendor Organizational wide costumer-centricity Better insight and quicker feedbackCompetitive intelligence / market needsPrepare launches/market introductionsRunaway word of mouth/evangelismReduce customer support costs © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

39. Power of the community Among community members:91% believe community enables them to give candid feedback82% were more likely to recommend the company to others76% felt more positively about the company Community users remain customers 50% longer than non-community users. (AT&T, 2002)56% percent of online community members log in once a day or more (Annenberg, 2007)Customers report good experiences in forums more than twice as often as they do via calls or mail. (Jupiter, 2006)© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

40. Sources of E-WORD-OF-MOUTHViral marketing refers to the practice of a marketer creating an internet promotional vehicle to draw attention to a brand, most often in the form of an email or website address link that is distributed online by consumers.Brand communityrefers to a specific classification of a social network that revolves around a particular brand. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

41. TWO MODELS OF INFLUENCE 1) Normative influencing:Where recipient behavior is based on interpreting the information provided by the influencer as an implied expectation to conform.Underlying mechanism influencing actions are:Identification andcompliance2) Informational influencing :Where recipient behavior is based on a personal evaluation from the information provided by the influencer.Underlying mechanism influencing actions are:Internalization© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

42. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.Social Media Roi & influenceEngagementExposureInfluenceActionIncreased: ROI Potential, Difficulty to Influence Exposure – to what degree have we created exposure to content and message?

43. Engagement – who, how and where are people interacting/engaging with our content?

44. Influence – the degree to which exposure and engagement have influenced perceptions and attitudes

45. Action – as a result of the social media effort, what actions if any has the target taken?”Social Media Statistics – Social Media Is Here to Stay© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

46. Business is Responding© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.Social Media Can Positively Influence Sales If Managed ProperlySource: Associated Press

47. Does your company have a defined Social Media Strategy? n=21of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

48. People in your organization who "get" social media?n=21of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

49. Does Senior Management Support Social Media?n=21of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

50. Does Senior Leadership Listen to Social Media Feedback?n=21of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

51. Do Corporate Buyers have an annual Social Media budget?n=21of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

52. Percentage of your total budget allocated to Social Media in 2009N=19 of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

53. What are the top 3 Questions you should ask social media vendors?n=21of 46 org buyerstotal respondents 145SocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

54. Top Social Media ObjectivesSocialMediaBuyersGuide.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

55. Social Media StatisticsDell ComputersConsider these statistics: At start of program, 49% of blog posts were negative. Today, overall tonality is 22% negative. Direct2Dell currently ranked about 700 on Technorati, among the highest corporate blogs. Direct2Dell gets more than 5 million unique views per month

56. Over 7000 ideas have been submitted via Idea Storm

57. Studio Dell is gets more than 200,000 views per month © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

58. Social Media Statistics - Branding© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

59. Social Media Statistics – Policy © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

60. Social Media Statistics – Market ResponsivenessAmazingly only 4% of large businesses actually post a public rebuttal to negative comments, instead letting those comments sit and influence customer opinion!© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

61. Common Social Media Pitfalls and Mistakes (1 of 2)Social Media Organization is separate from Brands and MarketingSocial Media customer intelligence is not integrated and managed as a strategic asset: Product Management, Branding, Campaign Management, Customer Experience, SalesTaking Action or developing customer responses without properly ascertaining the customer sentiment or moodUtilizing traditional media tactics for bi-directional and conversational social media venuesBrand Experience is not common across all social media venues and platformsSocial Media presence or listening is limited and does not cover all of the relevant venues and sitesAcknowledgement of customer brand input is not acknowledged and responded to which translates into a negative customer brand experience© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

62. Common Social Media Pitfalls and Mistakes (2 of 2)Create consistent rules for the posting and judging of content so that customer experience consistency and fairness is achievedInability to synthesize and analyze intelligence from across multiple social media venues and platforms creates an inability to develop a coherent brand action planSocial media efforts are judged as non-authentic or genuinely concerned with the customer, leading to a degraded customer brand perception and overall customer experienceBrands feel compelled to respond to every negative comment posted on the brandAssuming customer opt-in permission and channel preference is the same for traditional media© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

63. Common Social Media Pitfalls and Mistakes Group that literally sits in one tower and there’s the communications social media group that sits in another tower. Unfortunately, we’ve kind of been experimenting in separate and often different directions without really coordinating with each other. As we are going about the kind of reorganization that we’re doing right now, one of the big things that we’re trying to figure out is how to better connect these. These are not things that can happen separately, any longer. Source – General Motors© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

64. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.Successful social media management involves careful orchestration & ManagementSource: Associated Press

65. Our social media SERVICESSocial Media/Marketing Lifecycle(1) LISTEN(2) UNDERSTAND(3) ENGAGEData AnalysisInsightsData CollectionData MiningStrategyTacticsConversations ManagerSocial Media Platform: SMARTE: DIAGNOSTIC/ROADMAPPeople & OrganizationTechnology / Data / InsightsProcess / StandardsStrategy / TacticsHolistic AssessmentOur offerings facilitate best practice social media & marketing capabilities© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

66. SMARTE Maturity ModelOverview

67. Business Practice and Capability Definitions© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

68. What is SMARTE?© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.SMARTE is a methodology and an approach to accomplish the following:Holistically* assess and benchmark you current environment in terms of current social media capabilities vs. best practice (SMARTE) capabilities (includes xxxx and xxx)Develop a vision of your future state social media capabilities vs. best practice (SMARTE) capabilitiesDevelop a roadmap of specific, actionable and prioritize initiatives to achieve your future vision (SMARTE) social media state*Holistic assessment covers business processes, information systems and technologies, organization, culture and competenciesSMARTE Enables You to Build a World-Class Social Media Program

69. Benefits of SMARTE© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.Benchmarks the organization in terms of current capabilities vs. SMARTE best practice capabilities Develops a view of current capabilities vs. competitors

70. Develops a roadmap of future initiatives to achieve future vision state and competitive advantage Enables a higher (SMARTE) capability to achieve the following: a) Acquire more customers b) Retain customer longer (reduce churn) c) Grow share of customer wallet and spend d) Develop relevant, valuable, and timely customer products before the competition e) Reduce cost by eliminating inefficient and ineffective social media & marketing practices and structuresSMARTE Improves your Ability to Manage your Brands via Social Media & Social Media Marketing

71. STEPS TO ‘GETTING SMARTE’© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.Identify current state of SMARTE capabilities vs. best practice (benchmark current capabilities)Define Future Vision State of SMARTE capabilities (define future capabilities)a) Identify capability gaps to achieving the future state visionDevelop a SMARTE “Blueprint” which includes recommended changes in: a) Strategy, Process, Organization and TechnologyCreate a business case and benefits realization approach to support funding of initiatives to achieve the future vision stateSMARTE Takes a Holistic Approach to Improving your overall Social Media Capabilities

72. TargetMaturity LevelsCurrentBusiness PracticesSMARTE - From Concept to ActionA SMARTE blueprint involves bridging the gap between thought and execution to produce actionable recommendationsSMARTE Maturity Model / Assessment – Where Are we Now vs. SMARTE & Best Practice?Vision / Blueprint – Where doWe to Be vs. SMARTE & Best Practices?Programs / InitiativesDevelop & Evolve Social Media Analytics

73. Implement Social Media Conversation Manager

74. Social Media Analytic Platform – Tech.. Current StateOf Social Media© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.Business CaseJustifying Program InvestmentFuture StateOf Social MediaSpecific Projects to AchieveFuture SMARTE State

75. The SMARTE Maturity Model is a Benchmarking Assessment ToolA maturity model provides a framework for assessing which SMARTE capabilities have been developed and which capabilities need to be developed. Such a gap analysis guides the formulation of initiatives that will enable {client} to become more social media and brand capable (SMARTE). Drawing from EdgeUp Marketing’ industry and customer relationship management experience, the project team developed a maturity model specifically for {client}.Client PerspectivesEdgeUp Marketing’ Point of ViewClientPriorities& ObjectivesBest-in-ClassResearchCustomer Service

76. Branding

77. Customer Messaging

78. Social Media Analytics

79. Industry experience

80. CRM expertise

81. Thought leadership

82. Client industry

83. Cross-industry

84. Expert outlook© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.The SMARTE Maturity Model

85. The Model Helps Answer Key Strategic QuestionsIn effect, the SMARTE Maturity Model helps answer many of the key execution questions raised by {client’s} strategic priorities. Not only does it provide a suitable context for structuring the issues that {client} faces, but it also serves as a frame of reference by which to measure success. {client’s}Strategic PrioritiesExecution Questions that the Model AnswersWhat capabilities enable record-breaking execution?Break the RecordsWhat should be integrated first, and how?Integrate EverythingHow can the right customers be acquired?Social Media ExcellenceWhat are the right things to do to get SMARTE?Do it the e-WayWhat does a social media best practice capability look like?Create the FutureCapabilities

86. Priorities

87. Tasks© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

88. A Summary of the SMARTE Maturity Model’s BenefitsIn summary, the model translates the vision of the ideal SMARTE enterprise into specific best practice customer centric business practices and capabilities.A Conceptual ModelThe Benefits of Using a ModelIdentifies and prioritizes customer-centric and SMARTE capabilities

89. Enables assessment of the enterprise’s customer-centric and SMARTE maturity

90. Enables envisioning of the enterprise’s desired customer-centric and SMARTE capabilities

91. Articulates the capability gaps between the current and future states

92. Provides a re-usable tool for consistent monitoring and measurement of progress© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

93. The Components of the SMARTE Maturity ModelThe SMARTE Maturity Model is composed of six groups of customer-centric capabilities, called Business Practices. An organization’s position in each Business Practice can be assessed at one of five stages, called Maturity Levels.SMARTE Business PracticesSMARTE Maturity LevelsAlign Marketing & Product Strategy with Social Media and Customer Insight and Expectations- Do your strategies capitalize on your customer-centric and SMARTE capabilities? Without an effective action plan, your customer-centric insight, including those from social media, will go unleveragedLeading - An organization that has differentiated itself based upon customer-centric social media capabilities and simultaneously redefined those capabilitiesLeverage Social Media Insight as a Strategic Asset – How do you collect, manage and transform social media market feedback into actionable intelligence? Your ability to capture and leverage this social media information is critical to creating a competitive brand (sales, marketing, products) advantage. Optimizing - An organization that has not only developed customer-centric social media capabilities but also actively integrates them into its daily operationsEnhance Sales Growth through Optimized Social Media Tactics - Are you consistently generating brand and product excitement and developing a cult following? Key tactics developed from social media ‘listening’ help develop excited and brand loyal customers eager to buy products. Practicing - An organization that has implemented basic customer-centric social media capabilitiesDevelop & Evolve Social Media Conversation Management Capability & Platform - Do you know how to effectively respond to all of the various social media venues and messages? A conversation manager allows you to listen and respond effectively to the social media market.Developing - An organization that has a rudimentary, loosely-woven set of customer-centric social media capabilities in placeOptimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value: How well do you maximize your social media efforts across functions and business units? To truly realize the full benefits of the SMARTE enterprise, the individual organizations must move synergistically (e.g. social media. Marketing, product management, sales)Aware - An organization that exhibits few customer-centric social media capabilitiesMaximize the Customer Social Media Brand Experience – How well do you develop a proactive and positive social media presence that delights customers and keep them responding positively to your products/brands? Developing a consistent, sustained and positive brand interactions with customers will strengthen brand images and hence sales, word-of-mouth & viral marketing, etc. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

94. Definition: Align Strategy with Social media insight Align Marketing & Product Strategy with Social Media and Customer Insight and ExpectationsLeveraging actionable social media insight, the SMARTE enterprise formulates strategies that will focus on reaping the value from this intelligence in order to acquire customers faster, grow customer spend, and keep customer loyal for longer periods of time. All of this starts by leveraging insights gleaned from social media intelligenceThe SMARTE enterprise has these capabilities . . .LeadingDevelops proactive marketing programs to address individual customer’s needs based on social media insight & trends

95. Matches offers (price and selection) to customers’ specified needs based on real-time social media & other feedback

96. All social media insights responded to/addresses

97. Segments created/managed based on social media inputOptimizingDevelops some marketing programs that address each customer’s needs and social media trends

98. Matches offers to social media input

99. Integrates product management programs with social media input

100. Increases usage of customers’ existing products (vs. just selling new products) by building demand via social media venuesPracticingBuilds marketing programs to meet average needs within a segment

101. Designs customized product bundles based on social media insight

102. Wins back profitable customer who have left by leveraging social media

103. Up-sells and develops loyalty programs based on social media input

104. Develops some service levels based on social media insightDevelopingDevelops products based upon rudimentary segmentation

105. Monitors the reasons behind customer defections and is aware of social media dissention

106. Products and campaigns developed based on social media input intuition AwareRealizes social media points to different value and needs

107. Provides the same level of marketing and products to everyone, regardless of social media ‘learnings’© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

108. Leverage Social Media Insight as a Strategic AssetThe SMARTE client captures customer social media insight, a highly valuable information asset, from all relevant social media venues and forums. They then transform this information into valuable customer market insight and actionable intelligence that can be leveraged throughout the organization.Definition: Leverage social media insight as a Strategic AssetThe SMARTE enterprise has these capabilities . . .LeadingIndustry leader in gathering diverse customer information including developing and leveraging social media intelligence

109. Integrates data across industries and business partners

110. Stores and records data in a benchmark-able cross-industry format (e.g., can be used by partners and other non-competitors)OptimizingSeeks and enhances data collected beyond traditional customer contacts (e.g. partners, other non-competitors, social media venues)

111. Collects and integrates cross-unit social media data in common database architecture

112. Cleans and updates data regularly including social media trendingPracticingGathers ‘non-conversational’ customer information (e.g., where they navigate, how often they stay, what they finally purchase, social media analytics)

113. Solicits and stores appropriate data from most customer contacts and social media feedback

114. Centralizes social media data into common customer database architectureDevelopingCollects customer data collected from some customer contacts and inconsistently for social media data

115. Collects customer data in decentralized “fiefdoms”, including social media ‘learnings’

116. Stores social media data in different formatsAwareCollects anecdotal customer information

117. Stores some transactional customer data in isolated areas© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

118. Enhance Sales Growth through Optimized Social Media TacticsSocial media when orchestrated properly can support increased brand perceptions, successful product launches, and product sales programs. Key to this orchestration is the need to successfully align customer expectations to the delivery of social media messaging and promotions. When this is optimized, customers develop into brand followers and a brand cult is established based on the excitement and perceived value generated from social media. Definition: Enhance sales growth via social media tacticsThe SMARTE enterprise has these capabilities . . .LeadingEmploys rigorous processes to leverage social media information and insight to enhance sales provocations and positive brand images

119. Makes social media an integral part of the sales development process by transforming social media into demand generatorOptimizingImplemented systems and processes that develops insights into market demand from social media venues

120. Integrates most customer feedback from social media to understand customer satisfaction, needs, trends

121. Proactively manage customer expectations via social media

122. Communicates expectations and brand promises via social media PracticingUses ad-hoc processes to collect and combine demand information from select social media interactions

123. Uses customer social media surveys and focus groups to understand customer needs and market demands

124. Sets customer sales programs on a mass level with a with common message

125. Solicits knowledge of what customers expect when they interact via social media (vs. just communication needs)DevelopingCollects and combines social media information and brand experiences about some customers on a spot basis

126. Communicates brand expectations with differing messages across various social media venues

127. Interprets social media expectations within select brand areasAwareUses anecdotal evidence to interpret sales program effectiveness

128. Implicitly assumes customer expectations, needs, demand© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

129. Definition: Enhance brand perceptions via social media conversation managementDevelop & Evolve Social Media Conversation Management Capability & PlatformOften, companies do possess a common and effective platform for managing social media conversations, hence are missing the opportunity to enhance the quality of these interactions. A best practice company develops and evolves a robust platform for managing social media conversations across all venuesThe SMARTE enterprise has these capabilities . . .LeadingProactively manages customer social media conversations throughout the enterprise

130. Effectively maps nearly all social media contacts into segments

131. Makes real-time conversation adjustments to dynamic customer social media feedback models

132. Makes real-time conversation adjustments to dynamic needs-based customer social media feedback and trends

133. Has a robust/automated social media conversation management platform OptimizingIntegrates customer social media qualitative information across customer touch-point systems in order to optimize conversations

134. Effectively maps most social media participants conversation types

135. Platform for managing conversations is semi-automated across most brandsPracticingWorks to develop a common conversation based on manual means and tracking

136. Working toward developing a more robust tool set to manage the social media environment and conversationsDevelopingHas some social media interactions with some brands

137. Actively manages the conversations for limited periods of time

138. Platform to manage conversations is mostly manualAwareUnderstands where social media conversations are taking place

139. Understands what should be done to manage conversations more effectively© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

140. Definition: Optimize Social Media CapabilityOptimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer ValueALL parts of a truly SMARTE enterprise move in harmony. This means coordinating all aspects of social media (strategy, people, technology, and processes) so that this function integrates seamlessly with, and effectively supports, all company functions: sales, marketing, product management, branding, PR, etc.The SMARTE enterprise has these capabilities . . .LeadingAll business units rapidly respond to changing enterprise social media driven priorities based on developed enterprise level best practice processes

141. Has virtual units collaborating on projects relating to managing social media more effectively

142. Supports an internal ethos for driving positive change across people, process, technology, standards to improve social media effectiveness

143. Funds social media improvement projects in the context of all of the enterprises' business strategy and prioritiesOptimizingMaintains and refines processes that enable social media cross-unit synergy (e.g. campaigns, sales, branding, product launches)

144. Manages customer management processes across business units and shares important information cross units (e.g., low customer satisfaction, feedback, positive trends, etc. )

145. Provides some incentives for employees to achieve social media targeted cross-business unit objectivesPracticingConsistently coordinates social media efforts and business flows (e.g. marketing campaigns) across business units using common processes and standards

146. Integrates social media processes across some business units

147. Rewards significant social media cross-unit achievementsDevelopingRelies on the initiative of employees to coordinate efforts and improve social media capabilities across business units

148. Actively shares some pockets of social media best practices cross business unitsAwareRealizes that cross-business unit social media standards are important

149. Develops social media processes for some units on an ad-hoc basis© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

150. Maximize the Customer Social Media Brand ExperienceInconsistent and unbalanced customer social media experiences can result in losing or dissatisfying your customers. Managing customers’ social media experience consists of four key components: customer social media intelligence, proactive branding; delivery of tailored social media messages; and developing a learning, consistent and multi-touch customer social media relationship.Definition: Maximize the social media brand ExperienceThe enterprise has these capabilities . . .Brand communities rated in the top 5% w/recognized brand cult status that is proactively measured and managed

151. Recognizes customers at all social media venues with highly relevant and engaging messaging & content

152. Participates in customer-centric best-in-class cross-industry partnerships to coordinate social media brand messagingLeadingOptimizingLeverages trigger- or event-based marketing to produce situation-specific marketing offers that correspond very closely with customer & market needs based on social media feedback

153. Recognizes customers at all social media forums

154. Offers a robust set of self-service functionality over multiple social media mediums, with personal help easily accessible upon request

155. Migrates nearly all customers to most appropriate social media channels

156. Utilizes systems and processes to deliver coordinate marketing, sales and service messaging across social media venues and forumsPracticingHas begun to develop select messaging that respond to information gathered during some social media interactions

157. Recognizes customers at nearly all social media venues

158. Coordinates some marketing, sales, and service messaging across social media touch-points

159. Tests select offerings via social media such as allowing customers the choice of separate or bundled products and services DevelopingDevelops marketing offers for segments after periodically mining and analyzing customer social media data

160. Recognizes customer at a limited number of social media touch-points

161. Rewards customer treatment via ad hoc methods

162. Organizes in a product-oriented design with customer-centric champions

163. Allows marketing, sales and service groups to manage touch-points independently, including social media venues, forums, etc. AwareInteracts with customers via social media on an ad-hoc, intermittent basis

164. Social Media Interactions and Experience is product and brand specific© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

165. Managing CUSTOMER Brand Experience Levels via social mediaCustomer Satisfaction is a measure of actual treatment relative to expected treatment. Many companies strive to delight their customers all of the time, but higher treatment levels often equate to higher delivery costs, and can reduce a company’s profitability. With this in mind, understanding customer expectations in order to selectively meet or delight customers becomes the cornerstone of well executed programs.SatisfiedDelightedDisappointedGoal: Foster social media advocacyHighImportance toCustomerVery SatisfiedSatisfiedVery SatisfiedSatisfiedLowIdentify Customer Social Media Trends. Needs, etc.HighLowExceptionalExperience Quality (i.e., Actual treatment delivered - expected treatment)© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

166. Align Customer experience with customer Brand Perception & requirementsHighDisappointed CustomersOn Target: Expected = DeliveredExperienceImportance of Experience to Customer / Prospect Over Served CustomersLowLowHighActual Level of Treatment Delivered© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

167. Progress can be IncrementalAs this example illustrates, an organization does not need to, and may not be able to, advance equally in all Business Practices. Instead, there may be greater impact and return on investment if the enterprise focuses its resources on extending its capabilities along its own optimal profile. In fact, the Business Practices are independent of each other; progress can be made at a different pace within each area. ExampleProfileLeadingBridging CapabilitiesIntegrate Social Media ‘Learnings’ into Product Development

168. Implement Social Media Manager

169. Re-Align Social Media OrganizationOptimizingFuture state profilePracticingMaturityLevelsCapability GapDevelopingCurrent maturity profileAwareOptimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value:Leverage Social Media Insight as a Strategic AssetDevelop & Evolve Social Media Conversation Management Capability & PlatformEnhance Sales Growth through Optimized Social Media Tactics-Align Marketing & Product Strategy with Social Media and Customer Insight and ExpectationsMaximize the Customer Social Media Brand Experience© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.SMARTE Social Media Business Practices

170. SMARTE – Delivery MethodologyFuture Business Model DevelopmentProject InitiationVision DevelopmentCurrent State AssessmentTransformation PlanningUnderstand {client's}readiness in utilizing new Demand Management processes

171. Prepare an inventory of lead management applications and capabilities

172. Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement

173. Review the business strategy and further develop the Vision Statement and guiding principles

174. Review project scope and objectives with Task Force at Kick-off meeting

175. Confirm deliverables, schedules and milestones with Task Force at Kick-off meeting

176. Confirm project scope and objectives

177. Confirm deliverables, schedules, and milestones

178. Finalize project team membership and logistics

179. Establish project management, control and communications plan

180. Meet with Project Sponsor to set Vision and objectives for project

181. Using an interactive workshop approach with the core team:- Develop future business scenarios- Envision future states and underlying capabilities for business processes, technology, and people & organization

182. Assess gaps between future business model and current state

183. Develop project profile & portfolio straw-man

184. Review and validate business scenarios and capabilities assessment

185. Finalize project portfolio, including prioritization and sequence

186. Develop project roadmaps

187. Develop high level rationalization for expected projectsWe have a proven methodology to specifically develop a robust Social Media Capability. Below is the approach that we recommend for moving forward with a project of this nature.© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

188. Assessment Approach{Client} customer-centric maturity was assessed by applying {Client} executives’ own evaluations, in combination with EdgeUp Marketing’ knowledge about {client}, to identify {client’s} current or emerging customer-centric capabilities. Next, a short list of target capabilities (that can be reached in 18 months) was produced by examining the business urgency of the emerging or non-existent capabilities and filtering them by several usefulness criteria.Customer-centric & SMARTE capabilitiesNon-existent capabilitiesCapabilities to aspire toEdgeUp Marketing’ Point of ViewImpact on Customers

189. Results within 18 Months

190. Impact on Profit

191. Ease of ImplementationNew capabilities to developEmerging capabilitiesEdgeUp Marketing’ Experience at {client}Selection criteriaCapabilities to improveClient Perspectives{Client} Self-DescriptionsExisting capabilitiesExisting capabilitiesBest-in-Class ResearchActionIdentifyAssessFilterSet of Sorted CapabilitiesSet of Target CapabilitiesSet of Possible CapabilitiesResult© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

192. Sample TimelineBased on our assumptions, we anticipate that the SMARTE project will take 6 weeks to complete. Included within this timeline are three workshops with the Task Force members which will serve to initiate the project, gather current state / future business model input, and develop the transformational plan. 5612347+Project Initiation1 WeekVision Development1 -2 WeeksCurrent State Assessment1- 2 WeeksFuture Business Model Development1 - 2 WeeksTransition Planning2+ Weeks= Initial Discussion with Project Sponsors=In Person Interviews = Kick-Off Meeting= Work Shops= Conference Calls =WrapUpMeeting© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.=Workshops

193. Project Team InteractionsThroughout the project, EdgeUp Marketing will work with the project teams in various ways to gather information, facilitate group work tasks, etc:InterviewsIn-Person:Initial and ongoing discussions with the project Sponsor and Steering Committee to set directions and expectations, and checkpoints throughout the projectConference Calls:Typically used during the Current State Assessment to gather information from teams whereby travel to a central meeting location is unnecessary.WorkshopsWorkshops will be used to facilitate envisioning and planning sessions. Please see appendix for further details regarding planned workshops.© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

194. Our Qualifications: Client Engagement Credentials© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

195. Sample Awards, Clients LettersFull Award & Letter Profile: www.StevenJeffes.com© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

196. Thank you !© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

197. AppendixProject Approach DetailsProject Deliverable Samples© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

198. Team WorkIn order to optimize the resources of such a large project team, after the entire team participates in the Project Initiation and Vision Development phases, the Task Force Groups will participate in the Current State Assessment, and the Core Team will work on the Future Business Model Development phases. Then the entire team comes back together to work on the Transformation Planning phase.Task Force TeamAll participantsAll ParticipantsCore TeamFuture Business Model DevelopmentProject InitiationVision DevelopmentCurrent State AssessmentTransformation Planning EdgeUpTeamThe Core Team is a subset of the Task Force Team consisting of representation from each of the Task Force groups. Due to its smaller size it can mobilize quicker to develop the Future Business Model.Participation from every member of Task Force Team is needed to thoroughly capture the Current State lead management processes via separately scheduled conference calls. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

199. Project InitiationObjectiveTo confirm the goals of the project and the appropriate method for accomplishing these goals.InitiateMajor ActivitiesConfirm project scope and objectives

200. Confirm deliverables, schedules and milestones

201. Finalize project team membership and logistics

202. Define key metrics and principles

203. Meet with project sponsor to set Vision and objectives for the project Prepare / Facilitate / Summarize Meeting with Project SponsorWork ProductsProject plan & control mechanisms

204. Project organization

205. Deliverable templatesCritical Success FactorsEstablishing an effective and skilled project team

206. Establishing team relationships

207. Communicating project vision and objectives to appropriate stakeholders securing commitment and involvement where required

208. Launching ongoing communication and feedback processes© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

209. Vision DevelopmentObjectiveTo review the business strategy and further develop the Vision Statement and Guiding Principles developed during the Kick Off meetingVisionMajor ActivitiesReview the business strategy and further develop the Vision Statement and guiding principles

210. Review project scope and objectives with Task Force at Kick-off meeting

211. Confirm deliverables, schedules and milestones with Task Force at Kick-off meetingPrepare / Facilitate / Summarize Kick-off MeetingWork ProductsVision Statement - vision and guiding principlesCritical Success FactorsLeveraging work products developed and input gathered during Kick Office meeting© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

212. Current State AssessmentObjectiveTo assess the current situation of the three drivers of business change - people and culture, business process, and technology.Document Current State Organization and ProcessesMajor ActivitiesUnderstand {client's} readiness in utilizing new Demand Management processes

213. Prepare an inventory of lead management applications and capabilities

214. Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement

215. Review existing work products & projects as they relate to Demand ManagementPrepare / Facilitate / Document Conference Calls with Task Force membersWork ProductsCurrent State Organization Assessment

216. Current State Process Assessment

217. Current State Application Architecture and ToolsPrepare Key Findings Summary DocumentCritical Success FactorsEngaging key staff to assess the current situation© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

218. Future Business ModelObjectiveFocus on transforming from conflicting demand management practices to one aligned with business prioritiesMajor ActivitiesPrepare Future Business Model DevelopmentUsing an interactive workshop approach with the core team: - Develop future business scenarios - Envision future states and underlying capabilities for business processes, technology, and people & organization

219. Assess gaps between future business model and current state

220. Develop project profile & portfolio straw-manPrepare / Facilitate / Summarize Core Team WorkshopsDocument Future Business Model Scenarios and Core CapabilitiesWork ProductsFuture business scenarios

221. Core functional capabilities

222. Core technical infrastructure components

223. Project Profile and Portfolio Straw-manDevelop Project Profile and Portfolio Straw-manCritical Success FactorsDeveloping a Core Team to prepare future business model scenarios and project portfolio straw-man

224. Thorough preparation for process envisioning interviews and workshops

225. Obtaining consensus on issues, business drivers, findings, and perspectives© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

226. Transformation PlanningObjectiveTo develop the portfolio of projects and associated project descriptions required to implement the future Demand Management business modelTransformational Planning Workshop (Workshop #3)Major ActivitiesReview and validate business scenarios and capabilities assessment

227. Finalize project portfolio, including prioritization and sequence

228. Develop project roadmaps

229. Develop high level rationalization for expected projectsPrepare / Facilitate / Summarize Workshop MeetingWork ProductsFinalize Project Portfolio & RoadmapProject portfolio & roadmap

230. Detailed project write-ups

231. Final deliverableCritical Success FactorsPrepare Final DeliverableUnderstanding dependencies and linkages of identified projects with other {client} initiatives

232. Obtaining buy-in from key stakeholders

233. Managing expectations on level of detail for project descriptions© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

234. SMARTE Workshops - OverviewThree major workshops of the project, Current State Assessment, Future Business Model Development, and Transformational Planning, will be examined within the context of {client's} major transformational focus areas.Core Components of SMARTE WorkshopsVisionFuture Business Model DevelopmentTransformationalProcessCurrent State Assessment Identify the Transformational Action Steps Required to Achieve the Future StateEnvision the Desired Future StateDiagnose and Benchmark the Current StateVision Statement, Key Metrics, and Guiding PrinciplesDevelop Tools to Manage the TransformationOverall ProgramManagement© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

235. SMARTE - Workshop #1During the Initiate phase of the project, the Task Force members will convene at the Kick-off meeting to confirm the goals of the project and review the project work plan. The participants will finalize the Vision Statement, define key metrics, and agree upon guiding principles. Workshop #1Kick-off MeetingMajor TransformationalFocus AreasDesired Future StateTransformationalProcessCurrent StateIdentify the Transformational Action Steps Required to Achieve the Future StateEnvision the Desired Future StateVision Statement, Key Metrics, and Guiding PrinciplesDiagnose and Benchmark the Current StateDevelop Tools to Manage the TransformationOverall ProgramManagementThe Kick-off meeting will serve to finalize the Vision Statement which will guide the SMART project. Corresponding metrics and guiding principles will also be identified.© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

236. SMARTE - Workshop #2During the second workshop session, Team members will develop future business model scenarios and corresponding capabilities. In addition, Core Team members will develop a project profile and portfolio straw-man. Workshop #2Major TransformationalFocus AreasDesired Future StateTransformationalProcessCurrent StateIdentify the Transformational Action Steps Required to Achieve the Future StateEnvision the Desired Future StateVision Statement, Key Metrics, and Guiding PrinciplesDiagnose and Benchmark the Current StateDevelop Tools to Manage the TransformationOverall ProgramManagementWorkshop #2 will document your current state organization and processes. In addition, task force members will begin to define future business models for SMARTE.© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

237. SMARTE - Workshop #3During the third workshop session, Task Force members will review and validate a project portfolio straw-man. {client} North America will identify the transformational action steps necessary to achieve the future business model.Workshop #3Major TransformationalFocus AreasDesired Future StateTransformationalProcessCurrent StateIdentify the Transformational Action Steps Required to Achieve the Future StateEnvision the Desired Future StateVision Statement, Key Metrics, and Guiding PrinciplesDiagnose and Benchmark the Current StateDevelop Tools to Manage the TransformationOverall ProgramManagementWorkshop #3 will consolidate the current state findings and future business model input to identify the transformational action steps required to achieve your SMARTE Vision.© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

238. Sample Template - Core Capabilities & Gap AssessmentBelow are definitions and illustrative examples for the framework proposed to assess core capabilities and criteria. ComponentDefinitionIllustrativeExampleCapabilityA description of the operating environment that supports a specific area of focusDeliver customized or personalized marketing offers to individual customers based on value to the businessProcesses*Work steps required to enable a specific capabilityDeliver customer value information to representatives at the point-of-contactSkills*Organizational skills required to enable a specific capabilityTreatment of customer should be differentiated based on value (I.e. more skills agents to interact with high-value customers.)Technology*Automated solution required to enable a specific capabilityData mining and modeling able to provide real-time access to customer transaction information© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.* Each capability may result in multiple process, skills and technology requirements

239. 2012+20102011Note: Actual project sequencing and timeframes are approximations at this level. Further scoping and planning is required for more accurate estimates.Create an E-Mail Content & Contact Strategy Based on Customer PreferenceEstablishing a Customer Forum will provide insight into Defining the Customer Experience. Customer Forums should be an on-going practice.Implement an E-Mail EngineEstablishaCustomerForumContinue Customer ForumsDefine the Customer ExperienceOnce the Customer Experience has been defined, it can be used to shape the Create and Execute & Contact Strategy for All Customer Touch Points Based on Customer Preference project.Create and Execute Content & Contact Strategy for All Customer Touch Points Based on Customer Preference ImproveLead / OpportunityManagementReview & Redesign Lead Qualification ProcessDevelop Lead ScoringImprove 1-800-OK-xxxx ExperienceSample Template - Project Portfolio RoadmapsThe Project Portfolio & Roadmap below highlights dependencies and timeframes associated with particular work-streams identified during the Transformational Planning stage of the project.SAMPLE© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.