experiential planning workbook project: date:

Experiential Planning Workbook

Experiential Planning Workbook

Project: Date:

Experiential Planning Workbook Page 5

Experiential Planning scorecard

Scorecard

Discover

Plan

Innovate

Activate

Optimise

ExP potential

Scoping 1 2 3 4 5

1 = not at all 5 = fully

Overall ExP rating

Discover

Plan

Innovate

Activate

Optimise

Scoring 1 2 3 4 51 2 3 4 5

Persona

Touchpoint audit

Measurement plan

Plan

Valuweight

Touchpoint design

Message map

Innovate

Think like the CEO

Battlefield

Brand exp audit

Discover

Data gathering

Optimise

Report & index

Data-led advice

Tracking

On-plan

Activate

Contd. Exp focus




Lead the market by offering the best virtualization solutions.Set the virtualization agenda through thought leadership

Think like a CEO - What are the company’s goals at the highest level

(A1) What are the overall business goals, purpose, vision etc

(A2) Why has this not yet been achieved already? What are the biggest barriers?

(A3) Background information / quotes / research etc

Company is successful and growing at an exponential rate.In the market region, The event is a new (introduced in 2008) and important platform for achieving these aims; this needs to grow in terms of reach and impact.Competitors are catching up fast and will soon threaten the companies lead.

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Discover | Think like a CEO 1/5

Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .


Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .

Think like a CEO - What is the positioning and direction for the brand

(B1) What are the company’s objectives for the brand?

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(B2) How is the brand currently defined and how is it differentiated from competitors?

(B3) Is the brand idea and promise aligned with the company’s longer term goals?

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Begin collecting visual materials, including examples of brand expression, colours etc

In some cases, particularly brand inside, we may need to replace ‘brand’ with a relevant element such as ‘business growth plan’ or other factor that is behaving like a brand internally.



Think like a CEO - Which stakeholders most influence the brand’s success

(C1) Who are the brand’s key stakeholders?

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(C2) What is the brand promise to each stakeholder group?

(C3) What does the brand promise stand for in their minds?

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Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .


Think like a CEO - What’s the current engagement landscape

(D1) What touchpoints connect the brand to its key stakeholders?

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(D2) What is the current communications strategy / plan for the brand?

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Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .


Think like a CEO - What’s competitive environment

(E1) How is the brand currently performing?

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(E2) Define the brand’s enemies. What are they doing better?

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(E3) What is happening in the category that we need to shake up?

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Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .


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Battlefield grid - template

Discover | Battlefield

Our Client Competitors

Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .



Battlefield compass - template


variable #6

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Battlefield grid - example



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Battlefield compass - example


variable #6

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The Brand Experience audit

About the auditThis activity is designed to explore the positives and negatives of the existing touchpoints with various stakeholders.

Note: The five ‘principles’ recur throughout the process. So, although the language of the principles (for example “create experiences that ignite advocacy”) appears taken literally to be referring to what we will do, at this stage we are still looking at what already exists or what is already defined.

Here the principles define the questions we need to ask about the current state:

1) Be clear on your brand promiseDo you have clarity around the brand promise?

2) Translate your promise into behaviour(To what extent) is the brand delivering the promise at every critical touchpoint?

3) Cultivate your passionatesWho are the most influential stakeholders?

4) Create experiences that ignite advocacyDoes the current brand experience engage the in the desired way? And does it drive the right actions?

5) Gauge the impactHow do you measure the results currently?

Discover | Brand Experience Audit

Where some of these elements are not fully developed, it may be necessary to work with the client to arrive at an agreed definition.

During this phase, direct evidence from the client can be supplemented with additional research – both secondary desk research and any specific primary we find appropriate.

As with ‘Think like the CEO’ it is important to remember that here we are looking at the current brand status. We are not, at this point, interested in the potential solutions. Background reference

Above is the relevant frame from the original Experiential Planning PowerPoint


Brand promise - template

Discover | Brand Experience Audit | Brand promise

the brand promise is . . .

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Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


4 5 621 3

Touchpoint map - template

Discover | Brand Experience Audit | Touchpoints

Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Touchpoint analysis - template


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Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


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Touchpoint map - example


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Touchpoint description hereTouchpoint description here etc.

Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Touchpoint analysis - example


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Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Passionates

Who are your most important stakeholders?

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What are their passions?

Who do they influence?

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Discover | Brand Experience Audit | Passionates

What are their current attitudes and behaviours

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What are their most important brand touchpoints?

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Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Step 4 experience

What engages them? (specific to this brand or business idea / or generally)

Discover | Brand Experience Audit | Experience

How well does the current brand experience engage them (what characterizes it ) and how well does express the brand promise?

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Passionates Most influential stakeholders

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What action do we want them to take? What change do we want to achieve in their perceptions?

What action currently results? What change, if any, is achieved by the existing experience?

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Step 4 experience

What engages them? (specific to this brand or business idea / or generally)


How well does the current brand experience engage them (what characterizes it) and how well does express the brand promise?

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Step 4 experience



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What action do we want them to take? What change do we want to achieve in their perceptions?

What action currently results? What change, if any, is achieved by existing experience?

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Step 5 evaluation

Reaching the right influencers – measurement techniques and results now:

Discover | Brand Experience Audit | Evaluation

Creating the right engagement – measurement techniques and results now:

Evaluating ROE – measurement criteria and results now:

Evaluating ROI – measurement criteria and results now:

Stimulating the right action – measurement techniques and results now

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passionates engagement

action

Notes . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Opportunity brief

Discover | Opportunity

2) What is the business goal and objective?

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3) What are the features & benefits of the brand/service?

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4) What is the brand idea, promise and personality?

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5) What are the brand’s opportunities &challenges?

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6) What do we need to know about the category?

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1) What is the opportunity?

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8) What are their attitudes towards the brand?

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9) What insight are we trying to instill in them?

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10) What action do we want them to take?

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11) What touchpoints are most critical to them?

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12) What is the timeframe, geog scope and budget?

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13) What does success look like? What KPIs exist?

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7) Who are we trying to reach?

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The plan stage

Plan | Introduction

plan

ExperientialPlatform

Experiential insights

• Stakeholder definition

• Touchpoint mapping

• Success criteria

definition

• Measurement planning

• Brand insight

Tools

• Persona

• Touchpoint Audit

• Measurement Plan


Passionates persona:

Who they are and what they do that’s relevant to the brand or organisationNotes that bring to life the persona of this important stakeholder

Plan | Passionates persona

What they think and feel nowAn insight into the way they would express their relationship to the brand, the product

category or the organisation involved

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pic


Passionates persona. Example: Dani – Local Branch Manager.

Who they are and what they do that’s relevant to the brand or organisationNotes that bring to life the persona of this important stakeholder

Plan | Passionates persona

Dani is 29 and she’s been with Abbey for 4 years. She’s recently become a manager. She’s eager to advance her career and she is keen to see the new systems being fully operational. But she feels that if she is too keen on the new systems some of her staff will see her as just a corporate mouthpiece. They’ve all heard horror stories and she finds it hard to keep taking the company line that everything will be alright soon.

“We’re supposed to be a top bank but many of our ways of doing things are old fashioned. Even though we’re now introducing modern systems that make it easier to sell-up, and no one seems to like the idea actually ‘selling’ our services – it’s crazy, you’d think we were still in the eighties.”

What they think and feel nowAn insight into the way they would express their relationship to the brand, the product

category or the organisation involved


Touchpoint Plan:

Plan | Touchpoint Plan

Best experience

Neutral

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910

On-line experience

Venue usage & pathfinding

General Sessions

Breakouts & Labs

Solutions Exchange

Networking

Party

Logistics & delegate

management Revenue generation

1

Branding & application


Touchpoint Plan:


Best experience

Neutral

2

3

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5

6

7

8

910

On-line experience

Venue usage & pathfinding

General Sessions

Breakouts & Labs

Solutions Exchange

Networking

Party

Logistics & delegate

management Revenue generation

1

Branding & application


Touchpoint Plan . Example:


Love the brand

Hate the brand

Neutral about the brand

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Engage with the brand promotion

Decide to purchase the product

Disappointing purchase process

Great packaging on arrival

Over complex instructions

Easy to get started with product

Poor information about accessories

Great functionality and easy operation

Good product upgrades

Mapping the existing experience


Touchpoint Plan . Example:


Love the brand

Hate the brand

Neutral about the brand

1

2

ImprovedTouchpoints

Improved and new Touchpoints

Touchpoints identified for most important improvement

Mapping the potential improved experience

3




Measurement Plan:

Plan | Measurement Plan

Objectives Success Criteria Measures Metrics Forecast Results

Stakeholder:

Objective:

Stakeholder:

Objective:

Stakeholder:

Objective:


Measurement Plan. Example:


Objectives Success Criteria Measures Metrics Forecast Results

Stakeholder:

Call Center Employees

Objective: Increase brand commitment

Positive shift in brand advocacy across employee population

OrganizationalCommitment Questionnaire (QCQ); Continuance Commitment Scale (CCS)

(Porter, Meyer)

Brand Behavior Segmentation Matrix

XX% Increase in brand Champions

XX% decrease in brand Saboteurs

Stakeholder: Brand Champions

Objective: Improve service encounter

Improved customer satisfaction

Customer Satisfaction Score

(Citi)

Rate of change in CSS XX% increase in customer satisfaction scores, by target dates.

Stakeholder: Customers

Objective: Increase Brand recommendation

Positive shift in customer recommendation

# of Promoters

# of Detractors

Net Promoter Score

(Reicheld)

• XX% increase in NPS Score


Experiential Platform

Plan | Experiential Platform

1) What do we know about the brand?The essential info that the team needs to know. (Include reference to Battlefield)

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2) What business challenge are we helping the brand to solve?The business issue we will help alleviate.

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3) Who are the Passionates we want to engage with it?Who they are, especially their passions and behaviors. (Include reference to Persona)

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5) What touchpoints are we creating to connect to the Passionates? Explain and prioritize the touchpoints we need to deliver. (Include ref Touchpoint Map)

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4) What’s the key insight?A unique and ownable idea based on insights into the brand and Passionates.

It’s the guiding principle that underpins the brand experience.

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6) What tone and senses should the experiences have?

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7) What brand benefits are key to igniting/leveraging passionism?The brand tangible and intangible elements identified as being key to “brand love”

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8) What are criteria for success?How we will prove the impact of what we’re creating. (Include ref to Measurement Plan)

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The innovate stage

Innovate | Introduction

innovate

Proposal / Blueprint

Idea generationand testing

• Creative concepts and

solutions

• Touchpoint framework

• Experiential planning

• Channel selection

• Feasibility analysis

Tools

• Valuweight


Example

Valuweight – creating a path to passionate engagement

Innovate | Valuweight

Visibility Community Content Wayfinding Growth Avg.

General Sessions

Breakouts / Hands-On Labs

Solutions Exchange

Networking / Party

Average Value

5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low

Experiences

Desired outcomes


Example

Valuweight. Example: defining criteria and evaluating experiences


Create mass awareness

Create experiential

brand insights

Engage consumers

with the product

Stimulate and online

community

Establish community of advocates Avg.

Ambient installations 5 4 1 1 1 2.4

Stand alone interactives

Walk-in local experiences and product channels

blog, news, activity and community site

Local ‘hit squad’ doorstep visits

Average Value


Experiences

Desired outcomes


Example

Valuweight. Example: analyzing the balance and cumulative effect



Create experiential

brand insights

Engage consumers

with the product


community



Stand alone interactives 3 5 3 3 2 3.2

Walk-in local experiences and product channels 2 3 5 2 3 3.0

blog, news, activity and community site 1 4 1 4 3 2.6

Local ‘hit squad’ doorstep visits 1 5 5 2 4 3.4

Average Value 2.4 4.2 3.0 2.4 2.6 2.9


Experiences

Desired outcomes


Example

Valuweight. Example: Evaluating each experience



Create experiential

brand insights

Engage consumers

with the product


community





blog, news, activity and community site 1 4 1 4 3 2.6


Average Value 2.4 4.2 3.0 2.4 2.6 2.9


Experiences

Desired outcomes


Valuweight. Example: Projecting level of delivery for each criteria



Create experiential

brand insights

Engage consumers

with the product


community





Blog, news, activity and community site 1 4 1 4 3 2.6


Average Value 2.4 4.2 3.0 2.4 2.6 2.9


Experiences

Desired outcomes


The activate stage

Add pages with images, grabs, copy or bullet points and graphics to this section, based on your evaluation of the project against the original experiential platform. This can include summaries of the final creative concepts, event delivery plans, scope of work and outline budgets.

Provide a critique of the alignment of the final activation with the original aims and plans.

Activate | Introduction

activateFocused solution

development & implementation

• Development of

detailed plans

• Scope definition,

budget management

and resource planning

• Management and

creative leadership of

deliverables

• Deployment of

measurement

Delivery, debrief &

Scorecard


The optimise stage

Add pages with images, grabs, copy or bullet points and graphics to this section, based on your evaluation and reporting work. This can include summaries of reports and critical data.

Wherever possible, include the practical onward advice that was provided to the client.

Copy in the final Experiential Planning scorecard and add some notes about the outcomes, compared with the objectives.

Optimise | Introduction

optimiseMeasurement analysis

and interpretation

• Measurement

management

• Evaluation resources

• Data analysis &

interpretation

• Reporting

• Insights, learning and

action planning

Report &On-going

advice


Engagement 3D evaluator:


Reaching the right potential passionates

Engaging them effectively

Achieving the desired change in mindset

Achieving the desired actions

Our perceptions and observations

Client perceptions and observations

Stakeholder measurementsummary


Experiential Planning scorecard

Scorecard

Discover

Plan

Innovate

Activate

Optimise

ExP potential

Scoping 1 2 3 4 5


Overall ExP rating

Discover

Plan

Innovate

Activate

Optimise

Scoring 1 2 3 4 51 2 3 4 5

Persona

Touchpoint audit

Measurement plan

Plan

Valuweight

Touchpoint design

Message map

Innovate

Think like the CEO

Battlefield

Brand exp audit

Discover

Data gathering

Optimise

Report & index

Data-led advice

Tracking

On-plan

Activate

Contd. Exp focus



experiential planning workbook project: date:

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