interactive customer engagement

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Interactive Customer Engagement Webinar: Provides descriptions of levels of interactive marketing maturity, and provides a framework for maturing your people, processes and technology to the highest level.

TRANSCRIPT

  • 1. January 27, 2011 Interactive Customer Engagement Is Your Current Marketing Team Up to the Challenge? Siteworx 11480 Commerce Park Drive Third Floor Reston, VA 20191 www.siteworx.com

2. Who We Are

  • Shadee Sedghi,Marketing Coordinator
  • David Nickelson, PsyD, JD , Director of Digital Engagement

3. Siteworx Overview

  • Award-winning Interactive Agency
  • Specialize in WCM/CMS, Search, and Analytics
  • Majority of clients are Fortune 1000
  • Strong qualifying track record for Financial, Media and Nonprofit
  • Extensive experience with Open Source, COTS andCustom solutions; Microsoft Gold Certified Partner

Featured Clients Awards 4. What Well Cover

  • What kind of interactive marketing department do you have now?
  • What is does the ideal interactive marketing department look like?
  • How do you get from the department you have to the one you need?

5. The only constant is change.

  • An increasingly integrated and networked world, driven by consumers, not companies.
    • Current and future role of marketing and advertising is widely discussed and debated
    • See: Future of Advertising ,Fast Company , Nov. 17, 2011.
  • Many interactive teams and marketing departments are struggling
    • Too much or too little authority
    • Little strategic direction or prioritization
    • Splintered or constrained structures
    • Redundant or missing skills and positions
  • One NPO has restructured both Marketing group and Interactive team three times in two years; another twice in two years.Many similar stories from for-profit businesses.

6. What Kind of Interactive Marketing Department Do You Have Now?

  • Interactive marketing departments continue to evolve fromTraditionaltoNetworked
  • Currently, most departments have aTransitionalstructure
    • Traditional
    • Transitional
      • Centralized
      • Transactional
    • Networked

7. What Kind of Interactive Marketing Department Do You Have Now?

  • Case Studies
    • From Traditional to Centralized to Networked
      • American Diabetes Association (ADA)
    • From Transitional (Centralized) to Networked
      • Rubbermaid
    • From Transitional (Transactional) to Networked
      • Meijer

8. What Kind of Interactive Marketing Department Do You Have Now?

  • Traditional
    • Creative Brief
    • Silo support
    • Reactive-- not strategic
    • Four Ps?Often just one P anymore.
  • Example: ADA (circa 2008)
    • Internet team
    • Marketing team
    • Communications team
    • No central strategy or authority
    • No coordinated practices, procedures or project management

9. What Kind of Interactive Marketing Department Do You Have Now?

  • Emerging Transitional Models
    • Model 1)=Centralized
      • Support multiple brands and business functions
        • Channel experts
        • Guide programs, not brand
        • Execute campaigns
      • Remain together as team that supports other departments on the organizational chart
    • Example:Rubbermaid
      • Central team had overlapping skills (and skill gaps) w/ brands and other departments
      • Frequently built one-off interactive tools for one department that could not be repurposed
      • Closed platforms, few APIs
      • All responsibility, no authority
      • Budget was isolated from business goals

10. What Kind of Interactive Marketing Department Do You Have Now?

  • Emerging Transitional Models
    • Model 2) =Transactional
      • Drive online transactions and online sales
        • Integrated into brands and business functions
        • Web, online acquisition and on-site conversion reside on ecommerce team
      • Located exclusively within the eCommerce or online Sales division; focus is on driving transactions
    • Example: Maijer
      • Interactive Marketing team was part ofeCommerce department w/i Advertising group
      • Prioritized transactions and conversions
      • Budget priorities were set by department, notby group

11. What Does the Ideal Interactive Marketing Department Look Like?

  • Networked (Distributed) Interactive Marketing Department
    • Align interactive staff and expertise with brands and corporate functions
    • Key staff, skills and responsibilities live within the business unit, but are still connected and operate as a team
    • Team remains connected via a real or virtual (dotted line) arrangement that ensures all interactive digital processes and deliverables are standardized
      • Develop and maintain standards (forms, data, templates, platforms, vendors, etc.)
      • Develop and maintain SOPs (intake, project management, etc.)
    • Team leader assumes responsibility for strategy, integration and coordination of all interactive marketing activities
      • Responsible for customer engagement strategy and execution
      • Responsible for delivering unified interactive customer experience (transparent multi-channel engagement)
    • Team members are responsible forcustomer contact strategy
    • No matter what title, role and formal responsibilities, team members also evangelists, educators and business analysts at all times

12. How Do You Get From the Department You Have to the One You Need?

  • Five Steps
    • Assess
    • Assert
    • Act
    • Measure
    • Repeat

13. How Do You Get From the Department You Have to the One You Need?

  • Step 1)Assess
    • Start with Business Objectives
      • Strategic plan: Key objectives
      • Develop spill down departmental objectives
      • Develop testable, measureable goals:
        • Traffic?Transactions?Conversions?Renewals?Memberships?Revenue?Others KPIs?
        • NB:Pick Top 3 5 with highest impact; stand, crawl, walk, run
    • Skills needed
      • Developlist of projectsthat are helping/will help meet goals and objectives
      • Parse projects into skills
        • What specific skill sets are required to structure and manage the tactics, and complete the tasks?
        • Are these skill sets available elsewhere in the organization?
        • More cost effective to use a vendor?
    • Develop Position Descriptions
      • Group tasks and skill sets together logically
        • e.g., do not put Proficient w/ AJAX in the same position as Develop project management plan and timeline with stakeholders
      • Collect job descriptions

14. How Do You Get From the Department You Have to the One You Need?

  • Develop Departmental Structure
    • Focus on tasks, responsibilities and skills, not titles or current FTE allocation
    • Focus on developing a structure that models the integration you believe the organization would benefit from that is, LEAD!
    • Build direct and dotted-line teams that both consult and produce
    • If more than one team, the teams should complement and not compete

15. How Do You Get From the Department You Have to the One You Need?

  • BEWARE!During the AssessDO NOT :
    • Create objectives that do not roll up to a key organizational objective
    • Publically identify gaps in the department that you are far from having the ability to fill
    • Discuss with current staff
    • Assess whether current staff do or do not possess needed skills
  • Its Lonely Manager time.

16. How Do You Get From the Department You Have to the One You Need?

  • Step 2)Assert :
    • Put findings in a written document or PowerPoint
    • Share your findings up; seek support and sponsorship within and outside of current structure
    • If major changes are possible (e.g., eliminating or significantly changing positions), consider sharing your findings with Human Resources department

17. How Do You Get From the Department You Have to the One You Need?

  • Step 3)Act
    • Once you have the support of your supervisor and any other required executive staff:
      • Talk with HR about best practices/ preferred approach for communicating to staff and stakeholders
      • Schedule necessary staff and stakeholder meetings
      • Set short, clear, appropriate and very public deadlines for transitions
      • Move quickly and fairly through the process
    • Execute list of projects created at Assess step
    • Evangelize and educate
      • Try new things
      • Fail fast
      • Learn what works (and what does not)

18. How Do You Get From the Department You Have to the One You Need?

  • Step 4)Measure
    • KPIs: developed during Assess phase
    • Build team business cycle that complements and supports brand and corporate unit business cycles
      • Measure (Benchmark)
      • Analyze
      • Recommend
      • Develop
      • Repeat
    • Add new KPIs only after you understand impact of current KPIs

19. How Do You Get From the Department You Have to the One You Need?

  • Step 5)Repeat
    • Never stop reassessing current structure and positions
      • NB: Revisit every 24 months or risk not evolving fast enough
    • Anticipate the future and look for development opportunities for current staff
    • Regularly scan and assess skill sets in other departments; is there duplication, or could there be a logical collaboration that benefits both departments, and the organization as a whole?

20. Case Studies

  • American Diabetes Association: From Traditional to Centralized to Networked
    • Was
      • Internet Services team
      • + Marketing team
      • + Communications team
      • No central strategy or authority
      • No coordinated practices, procedures or project management
    • Is Becoming
      • Merged Communications and Marketing; Online Services became Internet Strategy & Operations w/i MarCom group.More recently, IS&O staff and responsibility redistributed into other departments, coordinated by virtual dotted line teams.
      • Allowed Marketing and Interactive to mature before distributing into and across business units
      • Director of Digital Marketing
        • Responsible for interactive strategy, standardization, and project management
        • Reports to SVP of Marketing
      • KPIs: traffic & transactionsacquisition & engagementloyalty & LVPC

21. Case Studies

  • Rubbermaid: From Transitional (Centralized) to Networked
    • Was.
      • Central team had overlapping skills (and skill gaps) w/ brands and other departments
      • Frequently built one-off interactive tools for one department that could not be repurposed
      • Closed platforms, few APIs
      • All responsibility, no authority
      • Budget was isolated from business goals
    • Is Becoming
      • Now an executive overseeing interactive marketing; reported to CIO w/ dotted line to CMO; create a blend of technology and marketing with credibility
      • Continually streamlining technology resources and processes
        • Leading development of enterprise-level web strategy, determining how and why each brand should be online.
        • Supporting an open web platform for all brand sites -- reducing costs and improving third-party collaboration
        • Standardizing campaign templates and processes to make execution easier across brands
      • Share cost and accountability with brands
        • Brands andcorporate share costs of development of function and platform

22. Case Studies

  • Meijer: From Transitional (Transactional) to Networked
    • Was
      • Interactive Marketing team was part ofeCommerce department w/i Advertising group
      • Prioritized transactions and conversions, not customer experience
      • Budget priorities were set by department, notby group
    • Now Becoming.
      • Interactive group now organized to support brands and corporate functions, from single location for now
      • Allowing Interactive to mature before distributing into and across brands
        • NB: Core groups digital and traditional, focused on lead generation and customer retention
      • Created dedicated Digital leader position
        • Responsible for interactive strategy, projects and operations.
        • Reports to Director of Advertising
      • Demonstrate digital wins and insights that inform offline activities
      • Project budgeting is shared w/ brand or corporate function
      • KPIs: Loyalty, brand engagement, community and social media measures

23. Surviving the Transition

  • Challenges between traditional and transitional
    • Legacy.
      • Org Charts (silos)
      • Politics
      • Systems
      • Staff
      • Digital Assets
      • Budgets
  • Challenges between transitional and distributed
    • Channel more important than the customer
    • Not strategic
    • Skills are force fed, not aligned
    • Understaffed

24. Success Factors

  • Initial and ongoing benchmarking
  • Integrate with Customer Intelligence groups
    • Customer Experience Management(CEM)
    • Business Intelligence (BI)
    • Customer Relationship Management (CRM)
    • Other analytic and analysis groups that provide insight about customers
  • Educate, educate, educate
    • Try and fail fast
    • Develop internal team skills
    • Create talent pipeline interns, etc.
  • Empower all departments to embrace interactive

25. Contact Information

    • David Nickelson, PsyD, JD
    • Director of Digital Engagement
    • Siteworx, Inc .
    • [email_address]
    • 703-657-1280
  • Twitter: http://www.Twitter.com/DrDNickelson
  • LinkedIn: http://www.linkedin/in/DNickelson
  • Skype: DrDNickelson
  • Delicious: DrDNickelson