patrick hopkins, imaginasium: a winning experience
DESCRIPTION
How to create increased employee engagement and a "wow" customer experience at every touchpoint.TRANSCRIPT
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A Winning
Experience
Creating Wow at Every Touchpoint, Every
Time
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Branson on Branding
Brand
Audiences
How do you feel?
“The idea that business is strictly a numbers
affair has always struck me as preposterous.
For one thing, I’ve never been particularly
good at numbers, but I think I’ve done a
reasonable job with feelings. And I’m
convinced that it is feelings — and feelings
alone — that account for the success of the
Virgin brand in all of its myriad forms.”
A
B
CD
E
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1. Are You Afraid?
2. Are You Energized?
3. Is List Building Easy?
4. Are You Getting Attention?
5. Are You Charging More?
6. Do You Set or Impact the Buying Process?
7. Do You Incur a Cost of Sale, or Does Your Client Incur the Cost to Buy?
8. Are You Getting Smarter Quickly?
Testing Your Positioning
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USP
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UBP
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Vision & Mission Statements
Positioning or brand statements
Communications & marketing plans
Current communications materials & vehicles
Traditional & Non-traditional
What else?
Touchpoints
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Much more than an ad campaign, web
site or tagline could ever be, the brand
story is the core truth of who you are,
agreed to by all inside, and used to
open conversations with those outside
who need your services.
What’s your story?
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Your brand is a story.
Live it inside.
Tell it well outside.
And people will pull up their chairs for a listen.
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Who are you?
Why are you here?
How are you unique?
Who cares?
Why do I care?
What’ll keep me engaged?
Fire up the custodian as well as the superstar.
Telling Your Story
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Develop the story…tell the impact you want to achieve.
“This is what we want to change…the difference I want to make…and here’s how we’re going to
do it.”
Tell it to real people.
Personal relationships, engaging…two versions.
Make sure you can live it.
Strengths, USPs, UBPs, Position.
Telling Your Story
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Who are we? (2-page short story with a scintillating plot line)
Then, boil it down…25 words…10…5…or just a verb).
THREE WAYS in which we are unique to our “clients.”
DRAMATIC DIFFERENCE.
State the ONE great & dramatic thing that distinguishes us from the others. 25 words or less.
Who are “They?” Explain competitors (25 words). List 3 distinct “us vs. them” differences.
Try it on the team. Fight it out.
Try it on a target. Friendly & skeptical
Try it on everyone else. (A starter cross section).
Telling Your Story – Exercise
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Boardroom to the Switchboard involvement
Explore…organization, geography, competition, audience segments, brand emotional & rational
perceptions of employees/families/ industry/community.
Identify what winning looks like (Goalposts)
Wish/Granted…impact the operations
Basic Tenets…Start at the top, every opinion counts, show how they fit, win hearts & minds, train
for change, tell the world (long term), stay brand focused.
Establishing Reality & Desire
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Fluid Brand
Brand
Audiences
How do you feel?
It’s outside the old traditional thinking of
consistency in building a brand.
Instead…
It drives for consistency of response
with a wide variety of audiences.
A
B
CD
E
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The Experience
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Design the Experience
Involve all departments
Chart the touchpoints
Avoid Kmart
Pursue Disney, Starbucks, SuperBowl
Think like John Deere
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It’s All in the Packaging
Sight
Hearing
Touching
Smelling
Tasting
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Start asking a few questions around
your organization.
And then listen.
You’ll identify potential trouble spots…
and opportunities.
Are you aligned?
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“If I see a downturn in employee satisfaction
today, I guarantee I’ll see a like downturn in
customer satisfaction six months from now.”— Leader from Gallup’s Q
12 Meta-Analysis on Engagement
Impact
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Leaders don’t own engagement…it’s HR/communications.
The workforce as a homogeneous entity.
Initiatives don’t link employee behavior to customer experience.
Discounting the power of brand as a vehicle for individual behavior change and organizational
transformation.
Brand is the lens through which customers view us and must be the lens
for defining performance!
Engagement flaws:
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I know what’s expected of me at work.
Clarity and definition of outcomes to be achieved.
Q12
Engagement Statements – 1
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I have the right materials & equipment
I need to do my work right.
Materials & equipment connect to important organizational outcomes. Demonstrates work is
valued & supported.
Q12
Engagement Statements – 2
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At work, I have the opportunity to do
what I do best every day.
Helping people into roles where they can most fully use their inherent talents & individual
differences removes performance barriers.
Q12
Engagement Statements – 3
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In the last 7 days, I have received
recognition or praise for doing good
work.
Frequent, objective & authentic feedback matters. Recognition needs to be driven
individually
Q12
Engagement Statements – 4
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My supervisor, or someone at work,
seems to care about me as a person.
Feeling “cared about” is different for each person. Respond to unique needs. Show connection
between individual needs & organization’s needs.
Q12
Engagement Statements – 5
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There is someone at work who
encourages my development.
How coached influences how they perceive their future. Improvements in sync with talents helps
both the employee and company profit.
Q12
Engagement Statements – 6
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At work, my opinions seem to count.
Leads to better decision making. Take greater ownership for outcomes.
Q12
Engagement Statements – 7
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The mission or purpose of my company
makes me feel my job is important.
Align individual’s purpose with organizational purpose & outcomes. Reminds of big-picture impact
of daily activities.
Q12
Engagement Statements – 8
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My associates or fellow employees are
committed to doing quality work.
Culture fit. Common goals. Common metrics. Common expectations. Increased frequency for
interaction.
Q12
Engagement Statements – 9
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I have a best friend at work.
Need opportunities to get to know one another & build close, trusting relationships. Influences
communication & trust.
Q12
Engagement Statements – 10
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In the last 6 months, someone at work
has talked to me about my progress.
Need structured time to discuss progress, achievements and goals. Frequency is important.
Drives responsibility & decision-making.
Q12
Engagement Statements – 11
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This last year, I have had opportunities
at work to learn and grow.
Training benefits individual and organization. Need continuous improvement.
Q12
Engagement Statements – 12
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1. Customer metrics (loyalty)
2. Profitability
3. Productivity
4. Turnover
5. Safety incidents
6. Absenteeism
7. Shrinkage
8. Hospital safety incidents
9. Quality (defects)
Business Unit Impacts
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Customer loyalty/engagement
12%↑
The Difference Made:
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Profitability
16%↑
The Difference Made:
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Productivity
18%↑
The Difference Made:
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High turnover companies
25%↓
The Difference Made:
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Low turnover companies
49%↓
The Difference Made:
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Safety incidents
49%↓
The Difference Made:
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Shrinkage
27%↓
The Difference Made:
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Absenteeism
37%↓
The Difference Made:
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Patient safety incidents
41%↓
The Difference Made:
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Quality (defects)
60%↓
The Difference Made:
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High engagement = 83% chance of high
performance.
Low engagement = 17% chance of high
performance.
That’s a 5X impact!
Success
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You can find more here:
Leader of the Brand: http://blog.imaginasium.com
Twitter: http://www.twitter.com/pathop (@PatHop)
Facebook: http://www.facebook.com/Imaginasium
See You Online!