workforce center system repositioning study presentation
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WorkForce Center System Repositioning
May 5, 2006
Jefferson Bishop, Mike Boull, Sarah Shanley, Rebecca Thompson, Lindsey Wahl
Agenda
Introduce Carlson Brand Enterprise (CBE) team members Review project objectives and CBE methodology Discuss repositioning strategies Present creative campaign Address primary take-away
CBE Team
• Jefferson Bishop, Project Manager (CSOM ’06): A second year full-time student at the Carlson School, Jefferson has experience in Sales and Marketing as an Account Executive for a telecommunications company. He interned at ADC Telecommunications as a Product Manager working on product compliance strategies and has worked on distribution channel strategies in his past Enterprise projects. Jefferson will graduate with a focus on Marketing and Strategic Management and begin his career as Director of Regulatory Affairs at Lakedale Communications in Annandale, MN. He received his bachelor’s degree in Economics from Grinnell College.
• Mike Boull, Consultant (CSOM ’06): Prior to attending Carlson, Mike gained experience in the areas of Marketing and Human Resource Management as an account manager for a business services outsourcing firm. He spent last summer working for General Mills, where he focused on business to business customer segmentation and elements of the Marketing mix. Mike is pursuing an MBA in Marketing and Strategy, and will continue his career as an Assistant Channel Manager at General Mills. Mike holds a bachelors degree in Industrial and Labor Relations from Cornell University.
• Sarah Shanley, Consultant (CSOM ’07): Sarah has five years experience in the non-profit sector, with expertise in Fundraising, Community Outreach, and Project Management. In her first year as a full-time MBA student at Carlson, Sarah is concentrating on Marketing, Strategic Management, and Social Entrepreneurship. Currently, Sarah is a part-time marketing consultant with the LifeSkills Center for Leadership. This summer, she will work at Best Buy as a Strategic Marketing intern in the government and education department. Sarah received her bachelor’s degree in Political Science and Latin American Studies at Vassar College.
• Rebecca Thompson, Consultant (CSOM ’06): Rebecca's experience is in the Project Management field, with expertise in both the Human Resources and Marketing functions. Most recently, Rebecca was a member of the ATV Marketing team at Polaris Industries. Her responsibilities included executing a marketing launch for a new category of ATVs and leading market research of the use of power sports in the Hispanic population. At Carlson, Rebecca is pursuing a concentration in Marketing and will be joining General Mills as an Associate Marketing Manager. She holds a bachelors degree in Management and Organizations from the University of Iowa.
• Lindsey Wahl, Consultant (CSOM ’07): Prior to attending Carlson, Lindsey gained experience in the areas of Customer Service and Foodservice Management. Lindsey is currently pursuing a degree in Marketing and Finance. Throughout her Carlson experience, she has engaged in numerous leadership activities, including Vice President of Marketing in the Consulting Club. Lindsey is an active member of the Alpha Kappa Psi Business Fraternity, where she is involved in training and education. She will be interning at SIRVA Relocation Group in Plymouth this summer.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Why Are We Here?
GWDC is charged with improving the state’s economy through DEED’s significant resources, including:
The state’s largest job bank An established system of 49 WorkForce Centers A unique network of Business Service Specialists A central warehouse of business/market information on positivelymn.com A wealth of answers and services for employers and employees
GWDCmust now determine
how to leverage these resources to “bring employers into the
system.”1
The Carlson Brand Enterprise has identified strategies to shift the image of the WFCS as a place
for employers to go to for resources, services and answers.
1 Matt Kramer at BSS Forum
Introduction Objectives Findings & Analysis Recommendations Next Steps
CBE Approach
Stakeholder Insights Committee member interviews
Analysis of internal data
External Research 58 interviews with a random sample of businesses
26 interviews with Job Bank users Benchmarking of other states
Evaluation & Recommendation Distill client insights
Develop strategies and creative recommendations Outline operations considerations
Implementation by DEED/GWDC
Introduction Objectives Findings & Analysis Recommendations Next Steps
Organizational Picture
Employer Focus
Employee Focus
Business Community
GWDC DEED
BSS
Local WIBs
LWC
EDS
EDAMMWCA
MNSCU
Majority of resources are focused towards employees and services remain tied to legacy organizations.
Introduction Objectives Findings & Analysis Recommendations Next Steps
WF
CS
Marketing Analysis Framework
Customers Company Competitors Collaborators Context
MarketSegmentation
Portfolio of ServicesPositioning
Target MarketSelection
PricingService Portfolio PromotionPlace
Business Acquisition Business Retention
Economic Growth
Introduction Objectives Findings & Analysis Recommendations Next Steps
Org. structure Other states & countries Partnerships Economic health
Small, core industries, users & non-users
Size, life stage,industry, needs
HR services,industry and economic issues
Businesses
Multiple channels Government-financed Consistent Multiple options
New customers, cross sell Track customer satisfaction, build loyalty
Customer Behavior Framework
Problem Recognition
Information Search
Evaluation of Alternatives
Purchase Decision
Post-Purchase Behavior
Recall of services/products/brands; easy search
Satisfied customers; reuse, recommend
Clearly understand benefits of the different service options
Have positive interactions & reason to buy (need, time, etc.)
Recognize discrepancy between current and ideal state
Introduction Objectives Findings & Analysis Recommendations Next Steps
Unaware/AwareVisit website, WFC, event
Call from BSS
AttitudeEnhance positive affectChange negative affect
ActionUtilize services:
JOBZ, BSS, Job Bank, WFC, etc.
Reuse
Recommend
Expand Service Portfolio
Retention
Problem Recognition
Current State: “A lot of times, businesses don’t know they need help.” “I had no idea what the state did. I had no idea that these
services were available.” Awareness statistics from random sample:
63% aware of Job Bank 33% aware of Employee Training 32% aware of LMI 10% aware of BSS 8/82 respondents have heard of BSS or BSS services
Ideal State: New businesses receive literature on WFCS services at
time of incorporation/EIN application: immediately establish the state as an advocate for small businesses
WFCS is aware and able to provide answers to potential business questions and "unknown needs"
Lack of awareness is better than negative perception. Build awareness for WFCS services, benefits and use.
Awareness
Attitude
Action
Retention
Introduction Objectives Findings & Analysis Recommendations Next Steps
Information Search
Current State: Word of mouth is main awareness driver:
38% of surveyed Job Bank users were referred to the Job Bank Only 8% heard about the Job Bank through direct sales 17% heard about the Job Bank through DEED marketing efforts
Current users of single services are not aware of full service portfolio: 50% are aware of Employee Training 13% have heard of BSS or BSS services 50% are aware of Labor Market Information
The web-site is a primary method for information search “Businesses were amazed at what there was for resources online”
Opportunities to build awareness: Make information search straight-forward, easy and logical. Potential to leverage
current channels to facilitate information search process.
Ideal State: The WFCS delivers easy to find, consistent external messaging
(website, ads, word of mouth recommendations, BSS) Users of any one WFCS service are aware of all other WFCS services
Introduction Objectives Findings & Analysis Recommendations Next Steps
Awareness
Attitude
Action
Retention
Evaluation of Alternatives
Current State: Businesses prefer working with someone with expertise above all other
attributes…including “pre-paid” Depth of knowledge: rated 4.49 (out of 5) on attribute importance Ease of use: 4.39 Pre-paid: 4.25
80% of random sample responses were positive or neutral about the government providing business services “It’d be great if the government were able to provide these services.” “Anything government can do to help small businesses, especially
tax cuts.” But… businesses sampled believe their needs are not met
Ideal State: Key industries receive targeted messaging Businesses clearly understand benefits provided by the WFCS
The WFCS should organize internal resources and expertise to position itself as knowledgeable about industry-specific issues.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Awareness
Attitude
Action
Retention
Purchase Decision
Current State: Those that use the Job Bank are more likely to utilize other
services offered by the WFCS Randomly surveyed businesses cited the website as the
preferred method of accessing the WFCS Surveyed businesses least preferred attending events, however
events currently account for 50% of the marketing budget
Ideal State: Service delivery meets customers’ key expectations: answers,
speed, simplicity, etc. Customers experience positive and consistent interactions with
all aspects of the WFCS (BSS, website, events, Job Bank, etc.) Positive and consistent interactions drive repeat business and
referrals, which enable cross-selling of other WFCS services Budget allocation is proportionate to the impact of each
distribution channel
Channels of delivery should be simple. Emphasis should be placed on the channels that customers prefer.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Awareness
Attitude
Action
Retention
Marketing Budget Distribution
Insights Currently spend ~ 50% of marketing $ on
activities that increase penetration but do not affect overall awareness
Survey respondents ranked preferred channels: Web-site (3.94)* Visit by a service rep. (3.54) Events (3.17) Printed literature (3.15) Others: Email*Average response on a scale of 1-5, with 5 being highest
Recommendations Allocate $ to activities that increase awareness Prioritize preferred channels Focus on activities and channels with the
greatest impact and reach Find ways to increase the impact and reach of
events like a luncheon or speaking event
Introduction Objectives Findings & Analysis Recommendations Next Steps
Post-Purchase Behavior
Ideal State:Customer satisfaction is measured for each WFCS serviceCustomer suggestions for improvement are analyzed and
acted upon Marketing return on investment (ROI) is monitored (e.g.,
follow-up with event attendees and track future usage of services)
Customers understand and use multiple WFCS services
Current State:Customer satisfaction is not consistently or measured Customer feedback is the best source for process
improvement suggestions
Customer satisfaction should be measured holistically (i.e., consistently for each channel and WFCS service) and acted
upon. Proactive measures should be taken to ensure customer satisfaction and loyalty.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Awareness
Attitude
Action
Retention
Customer Perception - Current
CORE ATTRIBUTES
SECONDARY ATTRIBUTES
Cumbersome
Trust in government
Low ability to deliver on expectations
Free
Taxes
Job BankEasy
Resource
Inclusive
General
Diverse
Irrelevant
Unskilled labor
Value
Unemployment
Introduction Objectives Findings & Analysis Recommendations Next Steps
Work Force Centers
Customer Perception - Ideal
CORE ATTRIBUTES
SECONDARY ATTRIBUTES
Expertise
Local
Available
Relevant
High quality
BSS
ConnectionsHelpful
Relationship
WebTrusted
Job Bank
Easy
Resource
Inclusive
Diverse
Business
Introduction Objectives Findings & Analysis Recommendations Next Steps
Portfolio of Services
Convenient
Value
Meeting Customer Needs
My needs are the only needs:My industryMy location (metro, rural)My life-stage (new, mature)My preferred service delivery (easy, convenient, expert)
AnswersI am looking for:Time and money saving toolsIndustry specific informationDevelopment supportExpertisePeople
You have:Comprehensive resourcesInformationDevelopment & tax adviceExpertisePeople
Introduction Objectives Findings & Analysis Recommendations Next Steps
Positioning Statement
A government-financed network of assets that provides answers. It comprises a broad
range of convenient, time and money saving resources for Minnesota businesses
that facilitate economic growth.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Positioning
Objective: 1) Leverage preferred delivery channel (the net)2) Focus on a single, key benefit:
Time and money saving resources+ Multiple solutions and answers to meet diverse business needs+ A system that is efficient and reliable+ Expertise and depth of knowledge
Strategy: Align positioning with key concepts of: “connections,” “resources,” “answers” and “coordination”
NET: Resources, people, information and connections that “work”
Introduction Objectives Findings & Analysis Recommendations Next Steps
Brand Architecture
• Brand: “A brand is the sum total of thoughts, feelings, associations, and connections that reside in the mind of consumers.”1
• Brand Architecture: “Structure of the brand portfolio that defines the relationships between brands.”2 – House of brands: Different brand for each offering (i.e., P&G)– Sub-brands: Modifier brand connected to master brand (i.e., Dell)– Branded house: Single master brand for all offerings (i.e., Nike)– Endorsed brands: Individual brand name combined with master
brand (i.e., Courtyard by Marriott)
1 Marketing expert Kevin Keller2 Professor Debbie John
Current Brand Architecture
Need for unifying & consistent brand for the
WFCS services.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Creative Details
Objective: Communicate a UNIFYING message to build awareness and induce action
Audience: Small business owners (<100 employees)
Opportunities: Utilize for both internal (e.g., business cards, signs, etc.) and external
marketing materials Streamline the website to make usability, navigation, and searching
as easy and intuitive as possible When benchmarking other states, the presentation of the services on the
websites was confusing and quite difficult to find.
Introduction Objectives Findings & Analysis Recommendations Next Steps
Organizational Summary
Marketing Operations
External
Internal
Processes
Users
Non-users
EmployeesEmployers
Large Small
PartnershipsChannels
BSS OthersOp. Standards
EmployeesEmployers
Large Small
Employees
Alignment between Operations and Marketing is required for a customer experience consistent with your positioning strategy
Unskilled
Skilled
Public sector Private Sector
Placement AgenciesMNSCU DEED programsNon-core Industries Core Industries
The Bottom Line: Alignment
Marketing
Operations
Consistent branding Reinforce key benefitsCommunicate complete
portfolio
Implement and enforce brand standards
Invest in resources that drive key benefits
Coordinate internal network
Alignment between operations and marketing is required for a customer experience consistent with your positioning strategy
Introduction Objectives Findings & Analysis Recommendations Next Steps
Group 1
Group 1: A Minnesota-based, creative marketing organization.
Client Experience
“Building brands by building relationships. We are dedicated to helping our clients capture and retain customers. We believe a successful brand will find unique ways to communicate and build relationships with its target
audience. We believe that powerful ideas are the key to success and we believe that nothing should get in the way of doing great work for our
clients.”
Introduction Objectives Findings & Analysis Recommendations Next Steps
The NET:work BrandIntroduction Objectives Findings & Analysis Recommendations Next Steps
Brochure: Cover
Acrobat metaphor visually shows that the answers you seek are ‘within your reach.’
Colors consistent with PositivelyMN campaign
Space can be used for text
Introduction Objectives Findings & Analysis Recommendations Next Steps
Brochure: CenterIntroduction Objectives Findings & Analysis Recommendations Next Steps
Additional UsesIntroduction Objectives Findings & Analysis Recommendations Next Steps
Call to action: provide website and phone number to connect to the NET:work
This creative example can be used for multiple purposes:
Free standing insertBrochurePosterDirect mail
Web Site Example
Quickly connect to a BSS
Current logos and links
Focus on real people making connections
Consistent branding
Introduction Objectives Findings & Analysis Recommendations Next Steps