I was hired by Eleanor Hong, VP of Marketing, to run the marketing database RFP project. The project with multiple revisions ran from late 2007 thru most of 2008 with significant changes to the financials as the numbers came in. Not surprisingly the prices was too high and they ended up staying with Harte-Hanks
Charles de Gruchy as Executive Director, La Mer Direct Marketing . He continued his work in the direct marketing industry working for L’Occitane, Estee Lauder, Toys R Us and Brooks Brothers and continues working in CRM planning.
Quality Management System Index (QMS-Index) is based upon CAF criteria and methodology of self-assessment. It can be implemented as a diagnostic technique and a TQM instrument. Attached questionnaire will help practitioners from public sector to conduct self-assessment and start to implement CAF model in their organisations.
We, Grainger Industrial Supply India Pvt. Ltd., are imperative name in the market offering unsurpassed array of Cleaning Product, Hand Tools, Hardware Product and Hydraulic Product. All these products are designed and created by our experts with the use of best quality machines and tools. They are available in many specifications, sizes and features. They are tested along side with many quality norms to keep it best and perfect. They are available in cheap to buy
Charles de Gruchy as Executive Director, La Mer Direct Marketing . He continued his work in the direct marketing industry working for L’Occitane, Estee Lauder, Toys R Us and Brooks Brothers and continues working in CRM planning.
Quality Management System Index (QMS-Index) is based upon CAF criteria and methodology of self-assessment. It can be implemented as a diagnostic technique and a TQM instrument. Attached questionnaire will help practitioners from public sector to conduct self-assessment and start to implement CAF model in their organisations.
We, Grainger Industrial Supply India Pvt. Ltd., are imperative name in the market offering unsurpassed array of Cleaning Product, Hand Tools, Hardware Product and Hydraulic Product. All these products are designed and created by our experts with the use of best quality machines and tools. They are available in many specifications, sizes and features. They are tested along side with many quality norms to keep it best and perfect. They are available in cheap to buy
BlogWell Chicago Social Media Case Study: Grainger, presented by Sherri MaxsonSocialMedia.org
In her BlogWell Chicago presentation, Grainger's Social Business Leader, Sherri Maxson, talks about how they are utilizing social media as a BtoB brand.
She shares some of their key tactics in their social strategy for getting to know their audience and finding the right platforms to engage on.
This digital marketing plan attempts to pave the way to a sustainable profits for both Grainger, an MRO supply chain company, and Bosch Power Tools, a section of Bosch company that excels in automotive and power tools. The aim of the plan is to increase the sales of Bosch Power Tools at Grainger website with 10% by designing a multi-channel digital campaign. In order to do that, we start by defining and identifying both companies, defining the trend of their industries, and describing their digital assets. Given the three scenarios given of the potential customers, we will place these customers in their respective phase of Consumer Decision Journey (CDJ) in order to come with a marketing objective for each scenario and be able to conduct the necessary measures. After defining that, we will define and identify the data we need for the marketing objectives and the method we will be adopting for collecting the data. To analyze the data, we will need to adopt a blend of the known analysis known including descriptive, inferential, exploratory, causal and predictive. The next stage will be to set up the channel and content strategies for this digital marketing plan that includes the tone of the copy as well as and the general philosophy of the content that will be deployed. Finally in the test and control we will set research objectives that would serve as a benchmark in order to test, evaluate, monitor the success and failure of the digital marketing plan and adapt it accordingly.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
https://flevy.com/browse/business-document/itil-process-assessment--service-strategy-xls-3666
DOCUMENT DESCRIPTION
This Excel spreadsheet system with approx. 300 Questions allows you to conduct a Assessment of ITIL v3 Service Strategy processes:
1 Strategy Management for IT Services
2 Service Portfolio Management
3 Financial Management for IT Services
4 Demand Management
5 Business Relationship Management
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking mechanism and a boost in creating continual improvement culture for your ITSM / ITIL processes.
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). Maturity rating levels are:
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
(Level 3 +: Deployed )
Level 4: Managed
Level 5: Optimizing
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
While working for Kodak as a Six Sigma Black Belt, Amy Friend, and Tim Cassidy needed to help a global service organization to improve customer satisfaction with service delivery. This is the model developed to support double-digit increases in the top two box customer satisfaction.
Amy Friend is an ASQ Certified Quality Manager and Six Sigma Black Belt.
Together, Amy Friend and Tim Cassidy were able to increase global customer satisfaction by 14 points, sustained over three years. Amazingly, no travel was required.
In this white paper we introduce a streamlining process that helps answer one of the main questions within a program office: “Are we focusing on the most critical requirements and investing in the most appropriate capabilities?” In today’s environment of tightening budgets, the answer to this question may mean the difference between continuing a program and terminating it. Our process allows programs to focus resources on fulfilling the most important requirements while deferring or removing those that provide less “bang for the buck.” Our aim is to meet budget constraints by trimming requirements (and thereby software size, effort, and cost) to only the most necessary.
Stage 1 Strategic Use of TechnologyBefore you begin work on.docxsusanschei
Stage 1: Strategic Use of Technology
Before you begin work on this assignment, be sure you have read the Case Study on Maryland Technology Consultants (MTC). MTC is a fictional company created for IFSM 300’s Case Study. It is also recommended that you review the additional Stages (2, 3 and 4) as well as the vendor brochure provided for Stage 4. This will help you understand the overall report and potential solution.
Overview
As a business analyst in the Chief Information Officer’s (CIO's) department of Maryland Technology Consulting (MTC), you have been assigned to conduct an analysis, develop a set of system requirements, evaluate a proposed solution, and develop an implementation plan for an IT solution (applicant tracking or hiring system) to improve the hiring process for MTC. This work will be completed in four stages, and each of these four stages will focus on one section of an overall Business Analysis and System Recommendation (BA&SR) report to be delivered to the CIO.
Section I. Strategic Use of Technology (Stage 1) - The first step is to look at the organization and explain how an IT system could be used to support MTC's strategies and objectives and support its decision-making processes.
Section II. Process Analysis (Stage 2) – Next you will evaluate current processes and workflow and explain how MTC can use IT to improve its processes and workflow.
Section III. Requirements (Stage 3) –Then you will identify key stakeholder expectations for the new technology solution to support MTC’s hiring process and develop a set of requirements.
Section IV. System Recommendation (Stage 4) – Finally, you will review the provided Vendor brochure for a proposed applicant tracking system and explain how it meets the requirements and what needs to be done to implement the system within MTC.
The sections of the BA&SR will be developed and submitted as four staged assignments. For stages 1, 2, and 3, only the material associated with that stage will be graded. The stage 2, 3, and 4 submissions will include the stage that is due, which will be graded according to the assignment requirements and rubric criteria, as well as include all previously submitted stages with any revisions made. It is recommended that when preparing stages 2, 3, and 4, you review any feedback from previous assignments to help improve the effectiveness of your overall report and increase the likelihood of a well-written final submission. For stage 4, the complete BA&SR submission includes grading criteria for evaluating if the document is a very effective and cohesive assemblage of the four sections, is well formatted across all sections and flows smoothly from one section to the next.
Assignment – BA&SR: Introduction and Section I. Strategic Use of Technology
Write an appropriate Introduction to the entire BA&SR Report (guidelines are provided below). Section I of the BA&SR document contains an organizational analysis and identifies ways in which.
The implementation of the RFM segmentation at Toys R Us had scheduled touch points where progress, testing approach and future developments were reviewed. This was one of those meeting with Barbara Canning Brown leading the meeting and Eleanor Hong, Harte Hankes and our analytics vendor in attendance
ISO 10002:2018 Documentation Kit - Manual, Procedures, Audit ChecklistGlobal Manager Group
ISO 10002:2018 is used for Complaint Handling System Certification. This publication is about readymade ISO 10002:2018 documentation kit which can be used as completed tool for documentation process and it defines requirements of various documents during ISO 10002 Certification.
For more details visit our website: https://www.globalmanagergroup.com/
BlogWell Chicago Social Media Case Study: Grainger, presented by Sherri MaxsonSocialMedia.org
In her BlogWell Chicago presentation, Grainger's Social Business Leader, Sherri Maxson, talks about how they are utilizing social media as a BtoB brand.
She shares some of their key tactics in their social strategy for getting to know their audience and finding the right platforms to engage on.
This digital marketing plan attempts to pave the way to a sustainable profits for both Grainger, an MRO supply chain company, and Bosch Power Tools, a section of Bosch company that excels in automotive and power tools. The aim of the plan is to increase the sales of Bosch Power Tools at Grainger website with 10% by designing a multi-channel digital campaign. In order to do that, we start by defining and identifying both companies, defining the trend of their industries, and describing their digital assets. Given the three scenarios given of the potential customers, we will place these customers in their respective phase of Consumer Decision Journey (CDJ) in order to come with a marketing objective for each scenario and be able to conduct the necessary measures. After defining that, we will define and identify the data we need for the marketing objectives and the method we will be adopting for collecting the data. To analyze the data, we will need to adopt a blend of the known analysis known including descriptive, inferential, exploratory, causal and predictive. The next stage will be to set up the channel and content strategies for this digital marketing plan that includes the tone of the copy as well as and the general philosophy of the content that will be deployed. Finally in the test and control we will set research objectives that would serve as a benchmark in order to test, evaluate, monitor the success and failure of the digital marketing plan and adapt it accordingly.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
https://flevy.com/browse/business-document/itil-process-assessment--service-strategy-xls-3666
DOCUMENT DESCRIPTION
This Excel spreadsheet system with approx. 300 Questions allows you to conduct a Assessment of ITIL v3 Service Strategy processes:
1 Strategy Management for IT Services
2 Service Portfolio Management
3 Financial Management for IT Services
4 Demand Management
5 Business Relationship Management
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking mechanism and a boost in creating continual improvement culture for your ITSM / ITIL processes.
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). Maturity rating levels are:
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
(Level 3 +: Deployed )
Level 4: Managed
Level 5: Optimizing
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
While working for Kodak as a Six Sigma Black Belt, Amy Friend, and Tim Cassidy needed to help a global service organization to improve customer satisfaction with service delivery. This is the model developed to support double-digit increases in the top two box customer satisfaction.
Amy Friend is an ASQ Certified Quality Manager and Six Sigma Black Belt.
Together, Amy Friend and Tim Cassidy were able to increase global customer satisfaction by 14 points, sustained over three years. Amazingly, no travel was required.
In this white paper we introduce a streamlining process that helps answer one of the main questions within a program office: “Are we focusing on the most critical requirements and investing in the most appropriate capabilities?” In today’s environment of tightening budgets, the answer to this question may mean the difference between continuing a program and terminating it. Our process allows programs to focus resources on fulfilling the most important requirements while deferring or removing those that provide less “bang for the buck.” Our aim is to meet budget constraints by trimming requirements (and thereby software size, effort, and cost) to only the most necessary.
Stage 1 Strategic Use of TechnologyBefore you begin work on.docxsusanschei
Stage 1: Strategic Use of Technology
Before you begin work on this assignment, be sure you have read the Case Study on Maryland Technology Consultants (MTC). MTC is a fictional company created for IFSM 300’s Case Study. It is also recommended that you review the additional Stages (2, 3 and 4) as well as the vendor brochure provided for Stage 4. This will help you understand the overall report and potential solution.
Overview
As a business analyst in the Chief Information Officer’s (CIO's) department of Maryland Technology Consulting (MTC), you have been assigned to conduct an analysis, develop a set of system requirements, evaluate a proposed solution, and develop an implementation plan for an IT solution (applicant tracking or hiring system) to improve the hiring process for MTC. This work will be completed in four stages, and each of these four stages will focus on one section of an overall Business Analysis and System Recommendation (BA&SR) report to be delivered to the CIO.
Section I. Strategic Use of Technology (Stage 1) - The first step is to look at the organization and explain how an IT system could be used to support MTC's strategies and objectives and support its decision-making processes.
Section II. Process Analysis (Stage 2) – Next you will evaluate current processes and workflow and explain how MTC can use IT to improve its processes and workflow.
Section III. Requirements (Stage 3) –Then you will identify key stakeholder expectations for the new technology solution to support MTC’s hiring process and develop a set of requirements.
Section IV. System Recommendation (Stage 4) – Finally, you will review the provided Vendor brochure for a proposed applicant tracking system and explain how it meets the requirements and what needs to be done to implement the system within MTC.
The sections of the BA&SR will be developed and submitted as four staged assignments. For stages 1, 2, and 3, only the material associated with that stage will be graded. The stage 2, 3, and 4 submissions will include the stage that is due, which will be graded according to the assignment requirements and rubric criteria, as well as include all previously submitted stages with any revisions made. It is recommended that when preparing stages 2, 3, and 4, you review any feedback from previous assignments to help improve the effectiveness of your overall report and increase the likelihood of a well-written final submission. For stage 4, the complete BA&SR submission includes grading criteria for evaluating if the document is a very effective and cohesive assemblage of the four sections, is well formatted across all sections and flows smoothly from one section to the next.
Assignment – BA&SR: Introduction and Section I. Strategic Use of Technology
Write an appropriate Introduction to the entire BA&SR Report (guidelines are provided below). Section I of the BA&SR document contains an organizational analysis and identifies ways in which.
The implementation of the RFM segmentation at Toys R Us had scheduled touch points where progress, testing approach and future developments were reviewed. This was one of those meeting with Barbara Canning Brown leading the meeting and Eleanor Hong, Harte Hankes and our analytics vendor in attendance
ISO 10002:2018 Documentation Kit - Manual, Procedures, Audit ChecklistGlobal Manager Group
ISO 10002:2018 is used for Complaint Handling System Certification. This publication is about readymade ISO 10002:2018 documentation kit which can be used as completed tool for documentation process and it defines requirements of various documents during ISO 10002 Certification.
For more details visit our website: https://www.globalmanagergroup.com/
Enhancing business value in organizations using OPM3Raju Rao
This is a brief presentation about applying OPM3 to enhance business value in organizations . It includes the following topics .
What is OPM3 ?
Business Value
OPM3 - the tool
Applications
What Next ?
Presenter : Raju Rao, PMP,SCPM,PMI Certified OPM3 Professional
Date of Presentation : Nov 2009
The credit program when I started working on credit had not welcome program. Not surprisingly this is one of the key projects we began working on. Andy Scott and Dorothy Eubanks were key partners in this effort.
Brooks Brothers worked hard to continually optimize the site for engagement. A suite of metrics were applied to customer engagement and drove the changes you see here. This was an ongoing effort in marketing.
GE and Charles de Gruchy prepared monthly and quarterly updates on the business. Andy Scott, for GE, lead his team and coordinated with Brooks Brothers. Andy's solid leadership and easy collaboration made the process an easy one.
This document provided important input into the Brooks Brothers display planning session. I was used along with additional inputs from CRM and the agency to craft the 2013 plan.
Ahead of the relaunch Charles de Gruchy developed a research plan working with MasterCard and GE (now Synchrony Financial). The results were a key driver of the business plan and a solid delivery on the part of GE and MasterCard
Documentation of the process steps and deliverables at each stage for segmentation, monthly reports, standard reports, category and field reporting, etc.
The purpose of the document was to summarize strategies, results and points of view that had been discussed previously for a marketing team review and discussion.
Toys R Us had run the business on a frequency segmentation plus ad hoc merchandise and offer characteristics. This test was part the effort to standardize analytics across the business and build learning around how the segmentation would perform under specified circumstances.
I do this every year to see what's changed. There are several sites that can do it. Load in your resume and there you go. It's fascinating to see what is really important.
We realized the following and worked quickly to build this into our strategic plan:
1. Listen to when customers opt-in and out of messaging – across every channel
2. Give customers control over marketing frequency
3. Listen not just to opt-ins and opt-outs, but to the type of messaging customers want to receive
4. Give customers the ability to manage preferences not just on the website, but wherever they interact with your brand
5. Ensure that the preference data marketers have is in a single place and is always up to date
More from Leadership for Directors | VPs of CRM & Analytics in the Greater New York City Area (20)
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
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When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
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- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
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Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
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• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
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Toys R Us marketing database RFP responses, Ph I, Charles de Gruchy
1. 1
RESTRUCTURED
RFP RESPONSE EVALUATION
FOR
MARKETING DATABASE MANAGEMENT,
MARKETING AUTOMATION AND
ANALYTICS SERVICES
BASED ON:
1. STRATEGY
2. DATA MANAGEMENT
3. ANALYTICS
Prepared by Charles de Gruchy
June 16, 2008
2. 2
1. Background:
1.1 The re structured RFP
1.2 Objectives
1.3 Purpose of restructured RFP
1.4 Gaps within the RFP as a result of the re structuring
1.5 Revised evaluation stages and process
1.6 Restructure RFP content
2. Evaluation:
2.1 Point of view behind the participant scoring
2.2 The scoring system
2.3 Participants overall scoring:
2.3.1 Strategy
2.3.2 Data Management
2.3.3 Analytics
2.4 Short list recommendation based on the restructuring
2.5 Short list recommendation
2.6 Short list detailed performance
2.7 Harte-Hanks recommendation
3. Next Steps
Appendix
(A) Evaluation approach
CONTENTS
4. 4
1.1 THE RE STRUCTURED RFP
The RFP content and submissions have been re structured into three
categories of response as follows:
1. Strategy and account management
2. Data management
3. Analytics
5. 5
1.2 OBJECTIVES
The revised objectives for development of a category based RFP are:
1. To identify ‘best of breed’ within each functional category
2. To understand capabilities
3. To award TRU/BRU marketing database management based on
category expertise
6. 6
1.3 PURPOSE OF THE RE STRUCTURED RFP
The purpose of re structuring is to
1. Summarize the response submissions based on a performance
criteria within a more tightly defined set of criteria
2. Apply that criteria to identify strengths and weaknesses,
3. Identify ‘best of breed’ within each performance category, and
4. Evaluate vendor capabilities with the intent of offering out the
business to more than one vendor by category of expertise.
7. 7
1.4 GAPS WITHIN THE RFP AS A RESULT OF THE RE STRUCTURING
As a result of the re structuring of the RFP the analytics category
fails to deliver an in-depth exploration of vendor capabilities as well
as a complete review of industry ‘best of breed’ practitioners.
Recommendations are provided to build out this RFP category to
meet the review objectives.
8. 8
1.5 REVISED EVALUATION STAGES AND PROCESS
Stage 1 – Completed initial scoring of the 7 participants and recommended
short list of three
Stage 2 – Re structure initial scoring by category and make
recommendations regarding:
A. participants
B. RFP questions and focus by category
Stage 3 – Identify and select additional vendors to receive the enhanced
category RFP.
9. 9
1.6 RE STRUCTURED RFP CONTENT
The re structured RFP is divided into 14 sections as follows:
SECTION NAME SECTION # QUESTION
2.4.5 Customer Segmentation and Modeling
2.4.6 Strategy and Enablement
2.7 Client Service
2.9 Training methodologies
2.3 Data warehouse management
2.4 Marketing automation services and reporting
2.4 Campaign management
2.4.2 Reporting, software installation and
maintenances
2.4.7 Facilities and data safeguarding
2.5 Technology
2.6 Implementation & migration
2.8 Testing methodology
2.4.3 Reporting
2.4.4 Analytical leadership
DATA MANAGEMENT
ANALYTICS
STRATEGY
10. 10
1.4 SUBMISSIONS
Seven participants responded:
Acxiom
Allant
Epsilon
Equifax
Harte Hanks
Merkle
Rapp Collins
The Forrester Wave, Database marketing Services Providers Review
(November 2, 2007) included all the TRU/BRU RFP participants in their
evaluation. Forrester results are referenced following.
12. 12
2.1 POINT OF VIEW BEHIND THE PARTICIPANT SCORING
The participant scoring rewards participants who delivered on the following:
Added value
Integrated service offering
Integrated channel view
Flexible account structure
Flexible services organization
Participant performance levels (ranking and scoring within each of the RFP
categories) reflect the degree to which the participant answered the
following questions in the body of their answer.
1. How well did the answer address the stated needs of TRU/BRU?
2. Did the participant answer the question?
3. Was the content directly, or indirectly, relevant to the question
asked?
4. Did the answer meet or exceed the standard set by the other
participants?
13. 13
2.2 THE SCORING SYSTEM
The design of the RFP questions provides for two types of answers. The first
type answers the question “what”, and the second, is more “open ended”*.
The scoring system is the same for each type of question and is based on a
three part score of 1-3-9 with the following interpretation assigned to “what”
questions:
A score of ‘9’ for high or added value performance
A score of ‘3’ for medium or met the performance minimum standard
A scored of ‘1 for low, or were below the relative standard established
by the other participants.
And, with the following interpretation for the “open ended” questions:
A score of ‘9’ equals exceeded the requirement
A score of ‘3’ equals partial, either incomplete or unclear
A scored of ‘1 equals either an answer was not given or the answer
was not relevant.
* See appendix (A) for examples
14. 14
While all participants performed strongly Allant, Equifax and Merkle emerged
as the three strongest contenders.
Despite their overall leadership, each firms response raises further questions
that need exploration, as follows:
Migration process
Client service integration with analytics services
Integrated analytics services (on and off line)
Work flow management and TRU/BRU resources
Ability to scale to service a business the size of TRU/BRU
Questions regarding geography and travel
VS
TARGET
SCORE VS
TARGET
SCORE VS
TARGET
SCORE VS
TARGET
SCORE VS
TARGET
SCORE VS
TARGET
SCORE VS
TARGET
SCORE
All COMBINED TOTAL 72% 771 82% 870 73% 776 89% 950 74% 787 88% 932 75% 798
VENDOR PERFORMANCE
ACXIOM ALLANT EPSILON EQUIFAX HARTE-HANKS MERKLE RAPP COLLINSSECTION NAME
2.3 PARTICIPANTS OVERALL SCORING RESULTS
1 23* See scoring detail document for more information
15. 15
2.4 SHORT LIST RECOMMENDATION
Allant, Equifax and Merkle emerged as the three strongest contenders
among the seven participants based on providing a consistently high
level of understanding of the processes and steps/stages required to
meet TRU/BRU stated objectives and service delivery levels. It is
recommended that they form the short list.
Out of a total potential of 1,065 points all three achieved over 80%.
VS
TARGET
SCORE VS
TARGET
SCORE VS
TARGET
SCORE
All COMBINED TOTAL 82% 870 89% 950 88% 932
VENDOR PERFORMANCE
ALLANT EQUIFAX MERKLESECTION NAME
16. 16
2.5 SHORT LIST RECOMMENDATION AND FORRESTER
The selected contenders – Allant, Equifax and Merkle – were also
identified by Forrester as “leaders” within their evaluation
However, Forrester’s conclusions are consistent with this evaluation in
noting the following gaps even among the leaders:
poor project management
Limited integration of on and off line capabilities
Relative degrees of proactive service
Merkle, alone among the evaluated companies, achieved 7 measures
with scores over 80%, notably account and analytical services were two
of the categories.
See chart following
18. 18
2.6 SHORT LIST DETAILED PERFORMANCE, CASE STUDIES
RFP 2.2 Case studies -- were relevant to the TRU/BRU RFP focus
and illustrated how they would add value to the TRU/BRU business
(s).
Allant’s TWEEN BRANDS case specifically addressed points
relevant to the TRU/BRU business, for example, data quality, timely
information, access to data, etc.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.2
TOTAL CASE
STUDIES,
REFERENCES
99 100% 99 100% 99 82% 81
SECTION NAME ALLANT EQUIFAX MERKLE
19. 19
2.6 SHORT LIST DETAILED PERFORMANCE , DATA WAREHOUSE
RFP 2.3 Data Warehouse Management -- All three presented strong,
detailed and believable data management cases and descriptions.
In addition, each participant presented a flexible, “we’ll work with
you” point of view.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.3
TOTAL DATA
WAREHOUSE
MANAGEMENT
315 78% 247 84% 265 82% 257
SECTION NAME ALLANT EQUIFAX MERKLE
20. 20
2.6 SHORT LIST DETAILED PERFORMANCE, AUTOMATION
RFP 2.4 Marketing Automation -- Allant articulated the issues related
to the integrated TRU/BRU marketing environment best, followed by
Equifax and Merkle.
Each response was a positive set up for the following section –
campaign management.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4
TOTAL MARKETING
AUTOMATION
SERVICES
9 100% 9 100% 9 100% 9
SECTION NAME ALLANT EQUIFAX MERKLE
21. 21
2.6 SHORT LIST DETAILED PERFORMANCE , CAMPAIGN MANAGEMENT
RFP 2.4.1 Campaign Management – While Allant is clearly capable
of delivering a high level of support their response was not as well
articulated as Equifax and Merkle and the overall impression created
not as strong.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.1
TOTAL CAMPAIGN
MANAGEMENT
117 57% 67 88% 103 88% 103
SECTION NAME ALLANT EQUIFAX MERKLE
22. 22
2.6 SHORT LIST DETAILED PERFORMANCE, SOFTWARE
RFP 2.4.2 Software – Equifax presented the strongest integration
story with current TRU/BRU technologies.
The understanding of upgrades costs and ongoing upgrades needs
to be built more clearly into the go forward.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.2 TOTAL SOFTWARE 72 75% 54 92% 66 89% 64
SECTION NAME ALLANT EQUIFAX MERKLE
23. 23
2.6 SHORT LIST DETAILED PERFORMANCE, REPORTING
RFP 2.4.3 Reporting – While the staffing models outlined by each
participant are clear the report creation process will need leadership
that none of the participants is offering to provide. Allant, Equifax and
Merkle are looking for leadership from TRU/BRU and the
identification of a project leader for the migration.
Equifax and Merkle offer the most flexible staffing approach.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.3 TOTAL REPORTING 27 70% 19 100% 27 100% 27
SECTION NAME ALLANT EQUIFAX MERKLE
24. 24
2.6 SHORT LIST DETAILED PERFORMANCE, ANALYTICS
RFP 2.4.4 Analytical Leadership – Analytics services are offered on a
project basis with commitment of senior analytics staff on a
permanent basis to the business. Staffing needs to be clarified within
the scope of work and specific individuals identified together with
their allocation.
A key question is how this function will be coordinated between TRU
and BRU. Each participant has expressed concerns re: workflow
management.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.4
TOTAL ANALYTICAL
LEADERSHIP
72 100% 72 92% 66 81% 58
SECTION NAME ALLANT EQUIFAX MERKLE
25. 25
2.6 SHORT LIST DETAILED PERFORMANCE, SEGMENTATION
RFP 2..4.5 Segmentation – It is Unclear how analytics is built into the
staffing model relative to project work.
Merkle presented the clearest structure and options but all
contenders need to be more specific, e.g. who will lead; how will
analytics be integrated into the account function; what are the work
flow issues, etc.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.5
TOTAL CUSTOMER
SEGMENTATION
AND MODELING
27 78% 21 78% 21 100% 27
SECTION NAME ALLANT EQUIFAX MERKLE
26. 26
2.6 SHORT LIST DETAILED PERFORMANCE , STRATEGY
RFP 2.4.6 Strategy and Enablement – The Equifax response did not
present a confident description of how strategic services, including
analytics, would be enabled. Example provided did not help.
Allant and Merkle provided a stronger staffing story with Merkle
leading.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.6
TOTAL STRATEGY
AND ENABLEMENT
18 67% 12 67% 12 100% 18
SECTION NAME ALLANT EQUIFAX MERKLE
27. 27
2.6 SHORT LIST DETAILED PERFORMANCE, FACILITIES
RFP 2.4.7 Facilities – All of the participants provided security
solutions within acceptable frameworks. Merkle provided added
security options not provided by the others.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.4.7
TOTAL FACILITES
AND DATA
SAFEGUARDING
99 94% 93 94% 93 100% 99
SECTION NAME ALLANT EQUIFAX MERKLE
28. 28
2.6 SHORT LIST DETAILED PERFORMANCE, TECHNOLOGY
RFP 2.5 Technology – All participants recommended a dedicated T1
line for communications management and all participants anticipate
large data transfer volumes.
A key question that is not answered clearly by Merkle is how they will
integrate the full scope of the TRU/BRU business while maintaining
stated levels of service and support.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.5
TOTAL
TECHNOLOGY
63 86% 54 86% 54 76% 48
SECTION NAME ALLANT EQUIFAX MERKLE
29. 29
2.6 SHORT LIST DETAILED PERFORMANCE, IMPLEMENTATION
RFP 2.6 Implementation– the issues related to a potential transition
appear to be best understood by these three contenders.
More specifics need to be provided on how the transition will be
managed and examples of successful transitions of the scale under
consideration.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.6
TOTAL
IMPLEMENTATION
AND MIGRATION
36 100% 36 100% 36 83% 30
SECTION NAME ALLANT EQUIFAX MERKLE
30. 30
2.6 SHORT LIST DETAILED PERFORMANCE, CLIENT SERVICE
RFP 2.7 Client Service – Merkle presented the most coherent client
service case although all participants did poorly describing the
migration strategy. Further detail needs to be provided client service
structure and day-to-day operating practice.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.7
TOTAL CLIENT
SERVICE
93 85% 79 94% 87 100% 93
SECTION NAME ALLANT EQUIFAX MERKLE
31. 31
2.6 SHORT LIST DETAILED PERFORMANCE, TESTING
RFP 2.8 Testing – Testing protocols are consistent across all three
contenders.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.8
TOTAL TESTING
METHODOLOGIES
153 100% 153 88% 135 92% 141
SECTION NAME ALLANT EQUIFAX MERKLE
32. 32
2.6 SHORT LIST DETAILED PERFORMANCE, TRAINING
RFP 2.9 Training – Training methodologies are not all equal with
Merkel presenting the most customized and flexible point of view, e.g.
they will work with TRU/BRU to develop the optimal program and will
provide individual training sessions which the others did not mention.
SCORE
TARGET
VS TARGET SCORE VS TARGET SCORE VS TARGET SCORE
2.9
TOTAL TRAINING
METHODOLOGIES
45 60% 27 87% 39 100% 45
SECTION NAME ALLANT EQUIFAX MERKLE
33. 33
2.7 HARTE-HANKS RECOMMENDATION
Harte-Hanks ranking relative to the other participants was surprisingly low
in light of their long tenure on the business.
Their presentation of facts was weak in the following areas:
a) Migration process – this was not clearly defined
b) Staffing – e.g. how will the proposed structure address
current deficiencies.
c) Client support structure, e.g. what will be different now
vs. the current structure (integration issues)
d) Training – a self service option was not defined
Based on their incumbency it is recommended that they be included in
the short list based on addressing the gaps above.
35. 35
3. NEXT STEPS
1. TRU/BRU internal review of this evaluation.
2. TRU/BRU confirmation (or change) of short list candidates.
Meanwhile, consultant will
1. Complete detailed side-by-side cost comparison of short list
candidates. (A top line review indicates that the contender’s
approaches are consistent with an “all in” approach to fees).
2. Develop business problems/questions for in-person presentation
by short list contenders.
37. 37
(Appendix A) EVALUATION APPROACH
The questionnaire design presents limitations to the application of a
single evaluation approach:
Example 1: Provide client success story that best highlights your ability
to handle requirements, section 2.2
Comment: Because the question focus is broad answers from the
participants range from a marketing problem/solution (Harte Hanks) to
more specific database marketing examples (Merkle). As a result
measurement of participant performance is rated based on both the
relevance and strength of the case study.
38. 38
Example 2: Describe the process to prepare data for specific uses by the
marketing automation tools, section 2.3.14
Comment: The question did not clearly indicated that an answer is
required or that it optional to defer an answer to the discovery stage post
hire. As a result some participants did exactly that (Allant, Epsilon) versus
the others who clearly described the process (Epsilon, Equifax, Merkle) or
addressed a specific within the process (Harte-Hanks, Rapp Collins). As
a result non responders or those not addressing broader process issues
were penalized in review.
(Appendix A) EVALUATION APPROACH
39. 39
Example 3: Describe in detail, assignment of a household key based on
assigned individual key, section 2.3.17
Comment: The questions in this section were specific and well defined.
The participants, as a result, had a clear framework in which to specify
their answers. Evaluation of the outcomes was straightforward based on
the degree to which the participant detailed the process and the outcome.
For example, appending of key demographic/lifestyle data Acxiom
provided the most detailed description with a clearly defined outcome.
The other participants while describing the process did not add further
value. Axciom was rated high and the other participants medium in
performance.
(Appendix A) EVALUATION APPROACH
40. 40
Example 4: Describe how your organization will provide the same
customer data that is required for domestic customers and international
customers.
Comment: Because this questions was very broad it left too much
discretion to the participants to define the outcome. The result was that
Acxiom focused on their credentials without “describing” and scored
medium. Allant, Epsilon and Harte-Hanks provided very literal answers
and scored high. Merkle and Rapp Collins didn’t address the question
completely and were ranked low.
(Appendix A) EVALUATION APPROACH
41. 41
1.3 CONSIDERATIONS
• What is a successful database marketing service vendor today?
Marketing database service providers, to be successful, must exceed price
of entry levels of service and performance:
A. Price of Entry: The design, build and management of marketing
databases is no longer the baseline for performance it was five years
ago.
B. Point of Difference: With the trend to integration of the on and off line
channels of sales together with rapid growth and diversification of
alternative medias in driving retail, marketing database providers must
deliver:
High value service
Flexibility
Proaction
Integrated delivery*
*source: Forrester Wave, Database marketing Service Providers, 11,02,07
42. 42
1.3 CONSIDERATIONS
• What is the optimal service combination?
All providers deliver a similar suite of services including:
Strategy and planning
List and data sourcing
Database management and processing
Analytics
Measurement and insight
The service suites in themselves are clear. It is how they are offered that
causes confusion and mixed expectations.
*source: Forrester Wave, Database marketing Service Providers, 11,02,07
43. 43
1.3 CONSIDERATIONS
• How should those services be structured?
An integrated offering (and strategy and analytics) is preferred by marketers
and, based on the multi channel/multi brand structure of TRU/BRU business
model this is the only way that will work to meet marketing objectives and
service support requirements.
*source: Forrester Wave, Database marketing Service Providers, 11,02,07