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Digital TransformationFinance 2018

Oleg Vojtíšek, Actum+

Prague, 6.11.2018

Agenda

1. Say hello to your new boss: The Digital Customer

2. How to evaluate and understand Digital Maturity?

3. How do we achieve Digital Transformation?

4. Transformation Mental Models

5. Digital transformation checklists (backup slides)

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Before we start

Digital Transformation

Is it a buzzword?

YES NO

What is it then?

▪ The idea stems from few businesses that managed to rethink the world.

▪ Uber built a taxi company without owning cars or employing drivers.

▪ Airbnb built a hospitality service without owning rooms or hotels.

▪ Media and retail (e.g. Amazon, Ebay) has been transformed by digital.

▪ We call such a business a “Digital Business”.

▪ They use digital technologies to fundamentally rethink the way businesses are done.

Path to become such a business is called DIGITAL TRANSFORMATION.

Let me give you one example…

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Owned film photography

In the 1990sEmployed 150,000 people

In the 2000sLargest seller of digital cameras in the US

Revenue reaching $5.7bn

2012Files for bankruptcy after 124 years of its existence

06. 10. 2010App Store

Cater to digital customers needs

03. 04. 2012Google Play

09. 04. 2012Sold for $1bn to Facebook, had a mere 13 employees

How we think about digital transformation

▪ As you see businesses come and go. Industries come and go. We’re taking more and more of business online. Businesses using

digital technology to operate more efficiently, reduce costs, go mobile.

They’re transforming, right?

No, this is different.

▪ Digital transformation isn’t about becoming more efficient. It’s not about digitizing your processes so you can save money

and increase the bottom line. Those are 20th-century ideas. They are still valid goals, of course. Managing costs and

increasing efficiency are always good objectives. It’s just that they won’t prevent disruption, and they’re not what digital

transformation is about.

▪ Companies can’t avoid disruption by simply becoming more efficient. That would not have saved Kodak, just as it could not

save travel agents, which have been wiped out by the likes of Travelocity, Expedia, and Kayak. Other companies like

Amazon, Uber, and Netflix are disrupting markets today and either putting competitors out of business or forcing them into

highly defensive postures. Every successful 20th-century company must adapt, or watch its market values stagnate while tech

start-ups command extraordinary valuations before they see even $1 in net profit.

▪ We believe that Digital Transformation (DX) offers an opportunity for strong, long-term growth through new business models, new

revenue streams, and ultimately more satisfied and engaged customers. Companies that truly transform themselves through digital

technology will become the new leaders, the “built to last” organizations of the future.

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Recap of few definitions that provide a framework for better understanding of Digital Transformation

▪ DIGITAL TRANSFORMATION

The process of evolving from analogue processes (often physical or paper-based) to 100% digital processes in all aspects of the business,

positioning the organization to be more competitive, agile, and innovative. When executed well, digital transformation enables companies to

disrupt markets, as Uber and Amazon have done.

▪ DIGITAL ENTERPRISE

A company that embraces information technology to support new business models, enable more effective engagement with the digital customer,

and ultimately capture a share of the digital customer’s wallet.

▪ DIGITAL ECONOMY

A.k.a., the Internet economy, which is quickly evolving into the mobile economy. The digital economy is a product of, and is driven by, the

empowered digital customer. To thrive, companies in a digital economy must shift their attention to these new customers.

▪ DIGITAL CUSTOMER

A person who primarily or solely uses Internet resources to research and purchase products and services, increasingly on a mobile device.

▪ DIGITAL WORKPLACE

An organization that takes advantage of digital user productivity tools to maximize employee efficiency and effectiveness.

▪ DIGITAL PLATFORM

A complete technology stack that provides the capabilities and services necessary for digital transformation.

Say hello to your new boss: The Digital Customer

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We start with changing Customer journeys…

Choosing

Purchasing

Touch Feel Features

Recommendation Comparison

Poor experience

2000

Low price

2018

Great experience in every possible

touchpoint, price is not so important

anymore

Touch Feel Features

Recommendation Comparison

Choosing

Purchasing

Comparing

Servicing

Loyalty

By 2020, customers will manage 85% of their relationship with brands without interacting with a human

Everyone is regularly checking Telco service payments. Why am I not getting personalized offers how to optimize my plan?

Usually not regularly visited, or self-care system is not existing. Why am I not getting personalized offers for prepaid channels, or watch a

movie suggestions? Because that’s the only way how to compete and catch up with online streaming services.

Currently making any changes in contracted utilities is usually very complicated. Why am I not having self-care services to change parameters

of my contract?

In my internet banking most of the operations are repetitive. Why my internet banking is not learning what I’m usually doing and not adjusting

to be more comfortable?

When I need to take my car to a regular service check, personalized communication becomes a key activity. Why am I not getting proposals of

dates and places nearby I can go to?

I’m travelling or commuting on a regular basis. Why am I not getting personalized optimization offers from transport companies how to manage

my Customer Experience well?

I’m part of many loyalty programs. Do they really offer personalized self-care to maximize my purchases? Almost all promotions are targeted

to masses. Why am I not getting a personalized loyalty offer with easy way how to claim my benefits?

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… and brands should be reflecting those changes too

▪ Today’s increasingly digital customer creates demands for new ways how to interact while brands need to succeed in an

environment that looks completely different. In a world where brand is experienced through platforms and ecosystems other

than its own; where touchpoints and channels multiply daily; where interfaces become invisible; where machines are

increasingly responsible for deciding preference. In this new ecosystem of data, algorithm and context, the role of a brand has to

change.

▪ The change itself is a call for new approach — from a static, two-dimensional (PDF) system across physical spaces to a new

dynamic system that connects brands across and between experiences and ecosystems. A system encompassing the tools,

policies and processes that create the internal infrastructure needed to develop and deliver responsive, adaptive and

intelligent brand behaviours and experiences in market.

▪ It is the ability to aggregate data longitudinally from many sources that becomes the “sensing” mechanism for brands at their

“interface” that feed back into value propositions, business models, product development, services and experiences. This is

how the new system (with a purpose/ positioning/ brand architecture “core”) is brought to life, this sensing/feedback

mechanism is the key element to make a brand look real and relevant.

▪ The relevance is key to customer hearts promoting a better brand management approach with no more “pillars and

pyramids and promises”, but brand management structures and tools that require better sensing of the role of the brands in

people’s lives and mechanisms that allow to respond more dynamically, faster to market with offers and experiences that

deliver in a more relevant way as a more “living brand” with intelligence.

But, how to go about making necessary changes?

is active, loyal and happy to return. And even

more, is willing to cooperate

A satisfied customer is the foundation for

business success of any brand.

Satisfied customer

A modern digital platform provides capabilities and services necessary for digital

transformation

boosts customer experience, but

Technology without people being able to use

it is a dead investment.

Also people without a defined process cannot

deliver results efficiently.

Modern digital platform

People

Processes

Technology

>

creates satisfied customers

Customer experience must be relevant and

consistent across multiple digital

touchpoints.

Great experience >

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A modern digital platform that delivers on the digital customers needs through a great experience

EMAILER

SOCIAL MEDIA

CRM(Customer

Relationship Management)

BI(Business

Intelligence)

CMS(Content

Management System)

DAM(Digital Asset Management)

MCM(Multi-Channel

Marketing)

SELF SERVICE

A true modern digital platform integrates information, processes, work and people so that the entire organisation can collaborate more efficiently

and effectively, and therefore produce more valuable products and/or services.

Examples how great customer experience helps with business results?

How to sell tickets

for the half

occupied flight with

16% margin in just

one week?

How to optimize

content of a

welcome email to

increase first

purchase ratio

by 25%?

How to increase

sales of goods with

30% margin with

no additional

negative impact?

How to optimize

inventory to

maximize profit

from selling product

during summer?

How to maximize

profit of the

seasonal sale for

the chain of 10

shops?

1. NEEDS OF MY CUSTOMERS?

2. WHO TO TARGET?

3. WHAT PRODUCTS?

4. RIGHT PRICING?

5. DESIRED MARGIN?

6. TIMEBOUND?

Satisfied customers needs and answered

customer wants brings

BETTER BUSINESS RESULTS

1. Highly personalized comm.

2. Automatically triggered comm.

3. Real-time product/service offers

4. Predictive analytics

5. Data/business intelligence

6. Relevant digital channels

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What are the essentials for achieving a great customer experience?

Designing the right benefit for

correctly identified consumer,

offered in an enticing

environment

In terms of delivery: a

company’s ability to focus the

entire team across various

functions and roles to deliver

proposed experience

Development ultimately

determines a company’s success,

with an emphasis on developing

consistency in execution

Great Customer Experience

Highly

Personalized Communication

Excellent

Products and Services

Continuous

Optimization across Channels

HAPPY, RETURNING CUSTOMERS

How to evaluateand understand Digital Maturity?

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Three Dimensions and Five Stages toward Digital Maturity

Digital

Strategy

PEOPLE

TECHNOLOGY PROCESS

PEOPLE PROCESS TECHNOLOGY

5.OPTIMISED

▪ Deep Knowledge

▪ Knowledge Sharing

▪ Agile and Innovative Culture

▪ Pervasive Technology

▪ Capabilities

▪ Interdisciplinary agility

▪ Cross-functional nimble teams

▪ Tolerance to errors

▪ Entrepreneurial environment

▪ Fast-moving environment

▪ Customized dashboards

▪ Data and Technology sharing

▪ Cloud Scalability

▪ Omnichannel Strategy

▪ Digital and online/offline

Integration

▪ Real-time decisions

4.QUANTIFIED

▪ High Level of Collaboration

▪ Full proficiency in the use of new

technologies

▪ Cross-functional Centres of

Excellence/Digital Teams

▪ SCRUM

▪ Test & Learn

▪ Agile processes and

Development

▪ Advanced Analytics and

Predictive Modelling

▪ Internal Social Networks tools

and/or Communication Platforms

▪ Multichannel Strategy

▪ Starting the process of different

channels integration

3.DEFINED

▪ Specialists and Generalists

▪ Tech skills

▪ Fluid Structure

▪ Collaborative Environment

▪ Agile Development

▪ Fast releases

▪ Fast prototyping

▪ SaaS Technologies

▪ Joining up data

▪ Multichannel Strategy

▪ Flexible workplace Technologies

▪ Mobile Technologies

2.MANAGED

▪ Tech Skills

▪ Independent teams with medium

level of collaboration

▪ Periodic Training

▪ Shortage of Digital Talents

▪ Waterfall processes and Project

Management

▪ Irregular releases

▪ Presence of some redundancies

▪ Traditional/Legacy systems

▪ Partial data process automation

▪ Partial data joining between BUs

1.INITIAL

▪ Isolated Knowledge

▪ Vertical Skillsets

▪ Poor Training

▪ Dispersed Team Structures

▪ Inflexible and slow-moving

structure

▪ Infrequent release cycle

▪ Technological and legal

restrictions

▪ Basic analytics

▪ Siloed data sources

How do we achieve Digital Transformation?

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First we evaluate and compare with industry leaders usingDigital Maturity Matrix

DIGITAL BETTERS

▪ Lack of a clear Top-down digital

strategy

▪ Digital governance may be present

in silos

▪ Digital initiatives expression of

single BUs

DIGITAL LAGGARDS

▪ Lack of a digital strategy and

vision

▪ Traditional process and legacy

systems and technologies

▪ Immature digital culture

DIGITAL FOLLOWERS

▪ Full developed digital strategy

▪ Still investing in right mix of digital

tools and capability

▪ Digital culture may be present in

silos

DIGITAL LEADERS

▪ Full developed digital strategy

▪ Right mixture of digital vision,

governance and investments

▪ Strong digital culture

TECHNOLOGY + PROCESS + PEOPLE

DIG

ITA

L STR

ATE

GY L

EVEL

SUB-CLUSTER DIGITAL STRATEGY LEVEL PEOPLE PROCESS TECH

Digital StrategistsA corporate digital strategy is present, but it is not yet

implemented across the enterpriseDEFINED MANAGED MANAGED

Digital Planners

There is not yet an overall strategy, but we are preparing it

and it will become operational within the next 12 months MANAGED MANAGED MANAGED

Digital

Independents

We still have not an overall strategy, but it is expected in the

medium term: in the meantime the BUs and business functions

are moving in random order

MANAGED MANAGED MANAGED

Randomly digital

Currently, the company doesn’t believe in the necessity of a

global strategy: each BU or business function could have one

or already has its own

MANAGED MANAGED MANAGED

AnalogicsWe do not believe that our company needs a strategy for

Digital TransformationINITIAL MANAGED INITIAL

Digital Laggards sub-clusters

SUB-CLUSTER DIGITAL STRATEGY LEVEL PEOPLE PROCESS TECH

Top Players

A digital vision extends from Top Management to Operations,

a Top-Down or Bottom-Up approach is present, digital

strategy is agile and adaptive

QUANTIFIED DEFINED QUANTIFIED

Full Digital

There is a global strategy and a strong digital vision

influencing organizational priorities, processes and KPI DEFINED DEFINED QUANTIFIED

Digital Adopters

Digital Transformation is a fundamental point on Top

Management Agenda and it influences all BUs and corporate

functions

DEFINED MANAGED DEFINED

Digital Midfielders

Digital Transformation is a fundamental point on Top

Management Agenda and it is being implemented within the

company

DEFINED MANAGED DEFINED

Digital Leaders sub-cluster

By following the O.P.P.O.S.I.T.E. approach, digital transformation becomes identifiable, approachable, and attainable

ORIENTATION Establish a new perspective to drive meaningful change.

PEOPLE Understand customer values, expectations, and behaviors.

PROCESSES Assess operational infrastructure and update (or revamp) technologies, processes, and policies to support change.

OBJECTIVES Define the purpose of digital transformation, aligning stakeholders (and shareholders) around the new vision and roadmap.

STRUCTURE Form a dedicated digital experience team with roles/responsibilities/objectives/accountability clearly defined.

INSIGHTS & INTENT Gather data and apply insights toward strategy to guide digital evolution.

TECHNOLOGY Re-evaluate front- and back-end systems for a seamless, integrated, and native customer (and ultimately employee) experience.

EXECUTION Implement, learn, and adapt to steer ongoing digital transformation and customer experience work.

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TransformationMental Models

Digital Transformation Mental Models (inspired by David Rogers)

THEME CONCEPT COMPANY

CUSTOMERS Harness customer networks

• reinvented marketing funnel

• new path to purchase

• customer communities

Airbnb

Uber

Nejřemeslníci

COMPETITION Build platforms, not just products

• platform business models

• network effects

• (dis) intermediation

• competitive value trains

Apple

Amazon

Nike

DATA Turn data into assets• real data-driven decisions

• big data or even statistic methods

Facebook

Seznam

The Weather Channel

INNOVATION Innovate by rapid experimentation

• minimum viable product

• divergent and convergent

experimentation

• 5 days design sprint

Netflix

Alza

Google Ventures

VALUEAdapt your value proposition

again and again

• nonstop proposition evaluation

• paths out of a declining marketEncyclopedia Britannica

Nokia

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Basic Steps of any Transformation (inspired by John P. Kotter)

establishing a

sense of urgencycreating the

coalition

developing a

vision and

strategy

communicating

the vision to

everybody in the

companyremoving

common

obstacles

generating short-

term wins and

communicating

them

anchoring new

approaches into

the culture

consolidating

gains and

producing more

change

Oleg Vojtíšek

Senior Digital Business Consultant

E-mail oleg.vojtisek@actum.cz

Mobile +420 775 856 857

LinkedIn https://www.linkedin.com/in/olegcz/

With great thanks to Petr Lazar, Senior Digital

Business Consultant.

Let's stay in touch!

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Backup slides:

Checklists for Digital Maturity

Achieving Marketing Digital Transformation

Digital Capability

1. INITIAL

(Laggard)

2. MANAGED

(Developing capability)

3. DEFINED(Competent average capability)

4. QUANTIFIED(Above-sector aver. capability)

5. OPTIMISED(Market leading capability)

STRATEGIC APPROACH No strategy Prioritised marketing activities Defined vision and strategyBusiness-aligned strategy and

roadmapAgile strategic approach

PERFORMANCE IMPROVEMENT

PROCESSNo KPIs

Volume-based KPIs

No dashboards

Quality-based KPIs “Last click”

attribution

Business dashboards

Value-based KPIs

Weighted attribution

Ad Hoc CRO

Lifetime-value KPIs

Continuous CRO

MANAGEMENT BUY-IN LimitedVerbal support, but inadequate

resourcing

Sponsorship and increased

investment

Active championing and

appropriate investment

Integral part of strategy

development

RESOURCING AND STRUCTURE No specific skillsCore skills centralised or depending

on agencies

Centralised hub

Dedicated resourcesDecentralisation and reskilling Balanced blend of marketing skills

DATA AND INFRASTRUCTURELimited

No customer databaseSeparate data, tools and IT services

Partially integrated system and

data

Integrated systems and 360˚ data

sources

Flexible approach to optimise

resources

INTEGRATED CUSTOMER

COMMUNICATIONNot integrated Core push activities synchronised Integrated inbound approach

Integrated, Personalised, Paid-

Owned-Earned media

Media optimised for ROI and to

maximise CLV

INTEGRATED CUSTOMER

EXPERIANCEWebsite is not integrated

Desktop and mobile support

Not personalised

Partially personalised desktop and

mobile experience

Integrated, Personalised web,

mobile, email and social media

Full contextual personalised

experiences and recommendations

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Email Marketing & Marketing Automation

1. INITIAL2. MANAGED

(Targeted emailing)

3. DEFINED(Starting to automate)

4. QUANTIFIED(Starting to integrate)

5. OPTIMISED(Integrated lifecycle targeting)

EMAIL CAPABILITIES AND

EVALUATION

Simple ESP

Response trackingRegular report of opens / clicks

”Beyond the click” tracking

Segment tracking

Value reporting

Hurdle rates and activity levels

Response data > CRM

system/warehouse

LIST QUALITY Not managed List-building options increased List quality improved Reactivation and removal Preference centric

TARGETING (RELEVANCE) None Demographic Basic triggers Full lifecycle sequences Additional sequences added

PROPOSITION AND

COMMUNICATION STRATEGYNewsletter and E-blasts Increased frequency Content marketing integration Social integration Optimised frequency

CREATIVE AND TEMPLATES Simple headers Multiple templates Dynamic contentVideo review

Mobile optimisedAdvanced techniques

DELIVERY Not reviewed Reported Reported by ESPFeedback loops and delivery

servicesContinues monitoring

OPTIMISATION NoneExperiments with different offers /

subjectsStructured offer / subject testing

Layout reviews

AB testingMultivariate testing

Integrated Lifecycle Marketing

Objectives

1. INITIAL(Basic Lifecycle Marketing)

2. MANAGED(Improving Lifecycle Marketing)

3. DEFINED(Planned Lifecycle Marketing)

4. QUANTIFIED(Managed Lifecycle Marketing)

5. OPTIMISED(Optimised Lifecycle Marketing)

PLANCreating a strategic roadmap

No strategy.

Unclear goals or prioritisation.

Prioritised activities.

Goals not modelled or aligned.

Martech. adoption ad hoc.

Multichannel marketing plan in

place.

Revenue-based funnel acquisition

model.

Retention and LTV model in place.

90 day planning.

Martech roadmap and structured

evaluation.

Digital transformation implemented.

Structured testing and optimisation

programme.

REACHBuild awareness

Drive visits

Limited ad hoc use of paid media.

SEO not proactive.

Search target keywords defined.

Simple use of AdWords/online

media.

Structured approach to paid,

owned and earned media to

agreed targets.

Programmatic.

Regular improvements to media.

New media review ad hoc.

Media fully optimised based on

attribution and evaluation of new

options.

INTERACTExperience, flow, and content

No insight on personas and

customer journeys.

Limited insight on sections.

Footfall to different site sections

and CTAs for lead generation and

profiling.

Content marketing and

personalised journeys to encourage

purchase.

Personalisation optimised.

AB testing of different site sections.

Multivariate testing.

High quality content marketing.

CONVERTBuild multichannel sales

No paid remarketing.

Simple newsletter to all.

Initial media retargeting.

Targeted newsletter.

Simple welcome emails.

Re-targeting optimised Welcome

and abandon emails.

Personalisation.

Segmented lifecycle emails,

personalisation & paid media

retargeting .

Retargeting and personalisation

optimised across touchpoints.

ENGAGECustomer loyalty and retention

Limited experience research.

Simple customer newsletter.

No loyalty programme.

Targeted newsletter.

No personalisation.

Customer research informs site

improvement.

E-mail re-engagement.

Loyalty programme & NPS.

RFM-based email and

personalisation.

Retargeting and personalisation

optimised.

Machine Learning applied.

BRANDBuilding emotional connection

Basic brand identity, but brand

benefits not communicated.

Brand values defined, but not clear

on-site.

Customer reviews.

Online value prop. defined.

Blog and social media used to

develop brand.

Brand personality and defects

researched and acted on promptly.

Fully integrated brand reputation

management including PR.

GOVERNANACEManaging growth approach

Analytics in place, not reviewed.

Ad hoc performance reviews.

Analytics reviewed ad-hoc.

Regular performance reviews.

Skills lacking.

Dashboards for regular weekly

performance reviews.

Digital Skills.

Value-based KPIs.

90 day planning review.

Skills improvement.

Lifetime value KPIs.

Structured defect reduction

program.

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Digital Analytics

1. INITIAL(Directionless)

2. MANAGED(Reporting)

3. DEFINED(Structured testing)

4. QUANTIFIED(Customer centric)

5. OPTIMISED(Optimising)

MANAGEMENT

AND RESOURCES

No engagement.

No dedicated resource.

HiPPO engaged.

Simple reporting.

Wider use in business.

Dedicated analysts.

Dedicated experience and media

optimisation

Resources to implement

Cross-business integration and

collaboration

METRICS SELECTION None selected.Marketing outcomes.

Last click.

Satisfaction scoring.

Financial value or proxy.

Simple media attribution.

Customer Lifetime value

Media attribution modelsKPI dependencies

TOOLS (TYPICAL TYPES)

Basic web analytics.

Basic social media.

Basic Email reporting.

+ Customer feedback

+ Basic social analytics

+ Benchmarking tools

+ Voice of customer

+ Personalisation

+ BI visualisation

+ Real-time social media

+ Offline report

+ CRM / Individual tracking

+ Predictive analytics

+ Econometric models

ANALYTICS CUSTOMISATION “Out-of-box” standard reports.

Goals

Custom reports

Mailed reports

Segmentation

Events

Simple threshold alerts

Full dashboards Automated real-time alerts

INTEGRATION None Email integrationPersonalisation system

Marketing AutomationSocial media integration 360 degree customer view

OPTIMISATIONNone / HiPPO-led (Highest Paid

Person’s Opinion)

Persona consideration

Simple in-page and visitor path

analysis.

AR Tests

Media testingMultivariate Testing Optimisation of Personalisation

REVIEW PROCESS Not structured reviews. Regular (weekly, monthly)90 day planning defining

Programme of testingContinuous programme

Increase in number of tests of new

techniques

Personalisation / Online Customer Experience

1. INITIAL(Hope for the best)

2. MANAGED(Taking control)

3. DEFINED(Pulling all main levers)

4. QUANTIFIED(Long-term perspective)

5. OPTIMISED(State-of-the-art)

RESPONSIBILITY No defined responsibilityAd hoc – cross-functional

responsibilityDefined individual responsibility Dedicated team

Clear responsibilities in each area

of business

EVALUATION AND KPIS Volume of interactionsQuality of interactions and short-

term engagement

Value of interactions

Simple satisfaction assessment

Long-term value

Long-term engagement

(Hurdle rates)

Detailed understanding of Loyalty

and satisfaction drivers

JOURNEY ANALYSES TECHNIQUES Limited understanding of journeysPath analysis in analytics

Simple funnelsVisitor intent surveys Usability testing Cross-channel analysis e.g. panels

CRO PROCESS No optimisation Ad hoc changes “Suck-it-and-see”Ad hoc tests

Simple AB test on key pagesMultivariate testing

Continuous structured testing

programme

PERSONALISATION TECHNIQUES None Specific content for Personas Limited dynamic personalisation Cross-journey personalisation Optimising personalisation

INTEGRATIONWebsite not integrated with other

channels

Simple cross-channel signposts and

offers

Mobile support

Remarketing (paid media)Full range of cross-channel services Optimised multichannel integration

TOOLS Web analytics not customisedSimple analytics customisation

SurveysPersonalisation Advanced Personalisation Real-time feedback tools

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Transforming Company Marketing Capabilities

1. INITIAL(Laggard)

2. MANAGED(Developing capability)

3. DEFINED(Competent – average capability)

4. QUANTIFIED(Above average capability)

5. OPTIMISED(Market-leading capability)

DIGITAL SERVICES OFFERED Not offered or sporadic, reactiveUnderstand own skills, experience

and client and market driversDefined services to offer to market

Services roadmap aligned to

business growth plan

Agile approach: modified as

market / tech. develop.

VALUE PROPOSITION Not considered Understood but not articulatedClearly defined with supporting

statements

Quantitative and quality results,

case studies, testimonials

Ongoing evidence based case

studies, attracting desirable new

business

EXISTING CLIENT GROWTH Not consideredSome of team: ad hoc approaches

to clients

Company-wide account growth

planning

Tracking of account targets by

service type

Scheduled client feedback, Net

promoter, ongoing proactive

NEW BUSINESS FRAMEWORK No roadmap or methodologyAudit of past wins and profitable

business

Clear new business strategy,

defined tasks and roles

Opportunities assessed on merit,

agreed investment per level

Planned pipeline, defined team,

plan refined based on learning,

reviews of wins/loses

PRICING & ESTIMATING No pricing or estimating modelBenchmarking the market, analyse

historic cost vs. revenue per team

Estimating framework used, rate

card/s defined

Estimate vs. actual effort / cost

tracked for profitability

Value vs. time and rates model

assessed per engagement, rates

flexed

PROCESS & WORKFLOWNo defined digital marketing

process in place

Some documentation but not a full

suite

Clear process flow, document suite,

roles defined

Workflow platform used across

agency

Profitability reporting across clients

and projects

TEAMS / RESOURCESNo digital strategy or delivery

capability in house

Potential partners audited, in-house

talent assessed, trainings

Team roles defined, partner

contracts in place, talent recruitment

plan

Ongoing talent acquisition,

development plans for staff

Attracting award-winning talents,

strong industry profiles

E-Commerce Marketing

1. INITIAL(Basic E-commerce Marketing)

2. MANAGED(Improving E-commerce Marketing)

3. DEFINED(Plan E-commerce Marketing)

4. QUANTIFIED(Managed E-commerce Marketing)

5. OPTIMISED(Optimised E-commerce Marketing)

PLANCreating a strategic roadmap

No strategy.

Unclear goals.

Prioritised activities.

Sales goals not modelled.

Martch adoption ad-hoc.

Multichannel marketing plan in

place.

Profit-based funnel acquisition

model.

Retention and LTV model.

90 day planning.

Martech roadmap and structured

evaluation.

Digital transformation implemented.

Structured testing and optimisation

programme.

REACHBuild awareness

Drive visits

Limited ad hoc use of paid media.

SEO not proactive.

Search target keywords defined.

Simple use of AdWords/online

media.

Structured approach to paid,

owned and earned media to

agreed targets.

Programmatic.

Regular improvements to media.

New media ad hoc reviews.

Media fully optimised based on

attribution and evaluation of new

options.

INTERACTExperience, flow and content

No insight on customer journeys.

Limited insight on product

popularity.

Footfall to different site sections

and product categories understood.

Content marketing and

merchandised journeys to

encourage purchase.

Merchandising optimised.

AB testing of different site sections.

Multivariate testing

High quality content marketing.

CONVERTBuild multichannel sales

No paid remarketing.

Simple broadcast newsletter.

Initial media retargeting.

Targeted newsletter.

Simple welcome emails.

Re-targeting optimised.

Welcome and abandon emails.

Personalisation.

Segmented lifecycle emails,

personalisation & paid media

retargeting.

Retargeting and personalisation

optimised across touchpoints.

ENGAGECustomer loyalty and retention

Limited experience research.

Customer newsletter.

No loyalty programme targeted

newsletter.

No personalisation.

Customer research drives site

improvement.

Email re-engagement.

Loyalty programme.

NPS.

RFM-based email and

personalisation.

Retargeting and personalisation

optimised across touchpoints.

BRANDBuilding emotional connection

Basic brand identity, but brand

benefits not communicated.

Brand values defined, but not clear

on-site.

Customer reviews.

Online value proposition defined.

Blog and social media develop

brand.

Brand personality and defects

researched and acted on promptly.

Fully integrated brand reputation

management and PR.

GOVERNANCEManaging growth approach

Analytics in place, not reviewed.

Ad hoc trading reviews.

Analytics reviewed ad-hoc.

Regular trading reviews.

Dashboards for regular weekly

trading reviews.

Value-based KPIs.

90 day planning reviews.

Lifetime value KPIs.

Structured defect reduction problem

programme

11/2/2018

17

Campaign Planning

1. INITIAL(Unplanned campaigns)

2. MANAGED(Starting to plan)

3. DEFINED(Integrated campaign plans)

4. QUANTIFIED(Integrated plans with real-time

response)

5. OPTIMISED(Continuous optimisation of

campaigns and media)

CAMPAIGN GOALS AND

TRACKING

General goals

No SMART objectives

No analytics tracking

Idea of overall response

No other success criteria

Basic analytics tracking

Clear success criteria: Response

volume, CPA and ROI

Specific objectives per channel

Lifetime value assessed in time

Specific objectives modelled per

media platform

CAMPAIGN INSIGHTS AND

TARGETING

Limited research

Poorly-defined audience

Top-level demographic used for

targeting

Audience characteristic and

motivation considered in targetingDetailed targeting

New options included with

targeting: 70:20:10 rule

CAMPAIGN THEME AND OFFERSKnown core offer, but secondary

offer and messaging not known

Clear primary and secondary

offers

Online brand benefits

Audience journeys and Keywords

considered

Offer testing during campaign and

competitor review

Offer testing before and during

campaign

REACHMedia plan and budget

Campaign response not modelled.

Poor integrationTop-level media budget created

Detailed channel budget for

campaign

Attribution considered during

budgeting

Custom attribution models used.

New media options tested.

ACTAudience integration and

participation

Limited use of tailored Landing

Pages or campaign interactions

Limited core content assets to

support campaign

Audience journeys and range of

content assets considered

Outreach built-in to content

campaign

Testing of new interactive content

assets

CONVERTOptimise and test

Limited campaign retargeting

follow-up or sales optimisationSimple retargeting (e.g. in GDN)

More advanced retargeting (e.g.

Google RLSA)

Full retargeting through social

networks and Email

Retargeting optimised

Offline contact prioritised based on

lead-scoring

ENGAGESharing and review

Social sharing and campaign

review not considered

Sharing facilitated through sharing

buttons only

Social proof

Post–campaign review

Attribution reviewed post

campaign.

Lifetime value assessed in time.

Detailed campaign review

Social Media Management

1. INITIAL(Starting out with Social)

2. MANAGED(Using Social)

3. DEFINED(Starting to Plan)

4. QUANTIFIED(Starting to Integrate)

5. OPTIMISED(Fully-integrated Social strategy)

GOALS AND CHANNEL

INTEGRATION

No goals beyond “doing social

media”

General goals defined.

Social buttons on website.

SMART objectives defined.

Social media integrated into

website.

Automated Email integration.

Attribution using analytics.

Social integrated into offline

campaigns.

ROI reviewed.

Goals agreed throughout the

business. Social a key part of

integrated multi-channel strategy.

SOCIAL LISTENING AND

GOVERNANCENo Social Media Monitoring

Monitoring of brand mentions.

Reputation Management.

Defined process for customers

responding issues via social media

Proactive PR – influencer outreach.

Social Media care.

Proactive outreach to customers.

Inputting into new product/services

development.

CONTENT PLANNING

No planned content creation.

Page updates only – not linking to

hub.

Social hub/blog with content being

created and shared in social

updates.

Monthly content plan with key

content themes and engaging

assets.

Long-term 90 day content plan with

themes for different audiences.

90 day content plan with themes

which are announced and

integrated.

INTERACTION AND COMMUNITY

MANAGEMENT

Limited, reactive interaction on

social media.

Monitoring and replying to

comments.

Proactive interaction with fans,

influencers on company pages.

Social media care.

Community management resource

for facilitating discussions.

Team in place for personalised

replies and to facilitate discussion

24/7.

COMPANY PAGE OPTIMISATION Pages set up, but not well branded.Branded pages on priority social

channels.

Branded pages set up on common

and newer social channels (e.g.

Pinterest, G+)

Branded pages set up on channels

requiring non-text content (e.g.

YouTube)

Additional page features such as

integrated videos and apps

utilised.

PAID ADVERTISING Not using paid advertising.Experimenting with promoting

updates without targeting.

Targeted ads to boost page fans,

site visits and leads.

Remarketing for leads or sales.

Power Editor in Facebook.

Optimised investment based on

attribution and ROI review.

EVALUATION Not analysing page statistics.Recording basic stats of growth

(e.g. page followers, likes)

Benchmarking reach, interactions

rates.

Tracking site outcomes.

Using analytics tools to evaluate

behaviour of audience.

Attribution.

Integrated dashboard of Social

media performance and alerts on

key issues.

11/2/2018

18

SEO

1. INITIAL(Not proactive)

2. MANAGED(Reviewing effectiveness)

3. DEFINED(Applying best practises)

4. QUANTIFIED(Improving)

5. OPTIMISED(Best-in-class)

TARGETS, AUDIT AND

RESOURCING

No proactive use of SEO

No dedicated resources for SEO

Dedicated SEO resource.

Audit completed.

Top-level goals to improve.

SEO activities prioritised each

quarter.

More specific objectives.

Integrated responsibilities and

teams.

Skills and capacity to respond

immediately to most issues.

INDEXING AND CRAWLINGNot audited and no exclusions.

Duplicate content likely.

Using Google Webmaster Tools to

monitor.

Some exclusions set up.

Mobile optimised.

Using geographical mark-up.

Schema if relevant.

Site section/content specific

reporting and improvements

Site section/content specific

reporting and optimisation

ON-PAGE OPTIMISATIONNot proactive.

Usually an afterthought.

Page Titles, headings and copies

used to support SEO.

Page Titles, headings and copy

engineered to support SEO

Structured testing of

Title/Description/Keyword use

Continuous optimisation of key

content types.

CONTENT MARKETINGNo content marketing strategy

“pure Organic”Content created to support SEO.

Content types and formats selected

for SEO and marketing goals

Integrated Content/PR and SEO

campaigns

Use of community and UGC to

support growth

LINK BUILDING No record of external links

Links mainly organic, plus from some

partners.

Link re-configuration as needed.

More use of outreach.

Backlink profile reviewed for

balance.

Structured outreach programme

linked to campaigns

Consistent quality of content limits

needed for outreach.

INTERNAL LINKING Not assessedSome use of internal links to support

SEO.

Navigation designed to support

SEO

Some testing of internal link

building methods along with

usability

Internal linking optimised

MEASURMENT Top-level target keywords definedContribution of SEO known and

tracked through time at top level.

Using Segments to assess value

(VQVC).

Detailed keyword/content tracking.

Good knowledge or performance

across site.

Keywords deltas monitored.

Capacity to immediately identify

problems to competitors

We are specialised in following disciplines

Email Marketing

Content

Marketing

Paid Media

Marketing

Analytics

ConsultingPersonalisation

Digital Business

Consulting

Strategy & Automation

Design & Content creation

Execution & Reporting

HTML coding

Web & Data & Marketing Analytics

Data Management & Visualisation

Dashboards & Reporting

Implementation & Testing

Audit & Strategy

Display & Search PPC

Reporting & Optimisation

SEM & SMM

Analysis & Strategy

Creation & Maintenance

SEO & SMO

Migration

Strategy

Execution

Support

Technical setup

Analysis

Strategy

Support

Adoption

11/2/2018

19

Cheers!