At the Next Gen Customer Experience (CX) in Financial Services conference, Centerline's Marketing Change Management team presents two hypotheses on the importance of organizational balance and elevating your CX using data and innovation. As a key takeaway, the presentation included a CX Maturity Program to gauge your organizational CX maturity as well as helps identify goals and where to focus your efforts moving forward.
Unprecedented changes in B2B buying dynamics are rendering legacy sales models increasingly less effective. With a digitally-empowered buyer firmly in control of the sales process, a new approach must emerge which is more customer-centric, more integrated with other functions and more technologically-enabled in order to secure sustainable growth.
Traditional marketing structures are being disrupted by new technologies and the focus on the customer experience. This is forcing companies to rethink how marketing is structured within their organizations. There is a trend toward centralizing marketing functions and breaking down silos. Companies are also looking to structure themselves around customer segments rather than individual products. This has marketing reporting into roles like the Chief Customer Officer rather than being its own separate silo. Many Chief Marketing Officers understand change is needed but are struggling with how to restructure. New models emerging include appointing marketing technologists to bridge marketing and IT or having a Chief Digital Officer drive digital innovation.
The 4 Machine Learning Models Imperative for Business Transformation
Machine learning is hot right now and for good reason. We're going to break down what you need to know about what goes into a model and give you four machine learning models your business should have in production right now.
This document outlines Neil Keene's presentation on building a center of excellence for customer engagement. The presentation covers evaluating organizational challenges, building the framework for a CoE including structure and core processes, sample case studies, and measuring key performance indicators. The framework includes customer segmentation, content strategy, content mix, change management processes, and tools/platforms to drive engagement. The presentation emphasizes establishing standardized processes and full integration across the CoE to maximize impact.
The Secret to Building a Sales Enablement Powerhouse
Alex from Procore and Marc from MindTickle explore:
State of the industry
Need for Sales Enablement
Sales Enablement and Sales Readiness at Procore
Best-in-class framework for Sales Readiness
Content Strategy 2015: Marketing, Mobile, and the Enterprise
Content remains a fundamental challenge for all of our organizations. Instead of talking about "what's next," let's talk about what's needed. Find out what basic questions every company should ask in 2015 before committing budget to new content marketing and management programs.
Build Your Army of One Using Marketing Automation with Limited Resources
Roy Keely and Jana Rhyu discussed how their companies, Xcentric and LoopUp respectively, use Pardot marketing automation to scale their marketing efforts with limited resources. They described how Pardot enables them to nurture leads through automated campaigns, integrate marketing and sales data in Salesforce, and measure the impact of their campaigns on pipeline and revenue. Both highlighted how Pardot has helped them increase lead generation, qualify leads more effectively for sales, and engage existing customers through personalized messaging based on profiling and testing of content and messaging.
OpsStars NY Session | A B2B Revenue Ops Success Framework and Maturity Model
Matt Heinz – President & Founder, Heinz Marketing
Learn the seven components of revenue operations success in B2B, including the strategy, alignment, process and technology components necessary to create a predictable, repeatable and scalable sales pipeline development engine. Matt Heinz will share results from his latest RevOps survey. You’ll walk away with a specific framework and maturity model to implement within your organization.
This document discusses best practices for sales enablement. It defines sales enablement as providing the right information to sellers at the right time to advance sales opportunities. Common sales enablement mistakes include focusing only on collateral creation and taking a top-down approach. Best practices involve focusing on buyers, getting sales team input, defining metrics with sales, and announcing success stories. Next practices could include mobile strategies, on-demand training, and measuring content usage. Content should be conversational and mapped to buyers' journeys. Assessing technology use ensures enablement drives impact rather than being technology-led.
Strategic planning provides focus, alignment, and efficient use of resources. Two companies detailed their strategic planning journeys: HP implemented a sales transformation over 5 years with annual roadmaps, and Adobe focused on an enterprise lead-to-order system. Critical success factors included defining a governance process, prioritizing capabilities based on business value, tracking results, and analyzing ROI.
blackdot - Accelerating Marketing & Sales Transformation - Sydney
Accelerating Marketing & Sales Transformation
Sydney - 16 March 2017
Practical strategies for advancing customer & business outcomes in the digital age.
www.theblackdot.com.au
Learn how to make sense of two approaches to managing customer interaction and engagement: CRM (Customer Relationship Management) and MA (Marketing Automation). In this presentation, you will learn:
-101-level marketing technology definitions
-When and how to use what platform
-Best practices & success stories for marketing and sales teams
Building a Magnetic Brand - A Framework for Value-Driven Brand Marketing
What makes a B2B brand magnetic? Is it great content engagement? Lovable marketing? It may seem obvious but brands that message value generally attract customers virally. It is part of the lore in technology for example that one of the great computer engineering companies of the 20th century, Digital Equipment or DEC, lost its battle with HP, Sun, IBM an others in distributed computing because of its failure to promote the value of its solutions effectively.
Great product businesses have frequently been overtaken by competitors with inferior products but strong value-driven brand marketing when they fail to weave value into their brands.
OpsStars Boston Session | A B2B Revenue Ops Success Framework and Maturity Model
This document presents a revenue operations success framework and maturity model for B2B companies. The framework includes seven elements: target market, sales cycle, team, message, reach, enabling technology, and metrics of success. Each element is defined and described. A five-level maturity model (initial, ad-hoc, defined, managed, optimized) is provided to assess capabilities for each element. Research findings are shared showing increasing complexity in revenue operations and the benefits of implementing related tools and practices. Alignment between sales and marketing and understanding customer needs are highlighted as important.
Roman Rossov: Product manager evolution in a high growth startup
Roman Rossov: Product manager evolution in a high growth startup
UA Online PMDay 2021
Website - https://pmday.org/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
Erin Hoffman-John - Effective Games: Why We Can't Have Nice Things (Yet)
The document discusses the challenges of creating effective educational games that truly teach students. It notes that while games are good at engaging and motivating students, most games do not actually teach in a valid way. The document outlines some of the key elements needed for a teaching game, including being a valid assessment, providing scaffolding for students, and incorporating multiple representations of concepts. It then discusses one game called Mars Generation One: Argubot Academy that was created to teach argumentation skills and how it incorporated design elements like precise assessments, masterable complexity, and an emotional journey to transform students' thinking. However, it notes a challenge is the significant resources needed to create such teaching games at scale.
Creating an Agile Marketing Framework - Centerline Digital - Version 1 - Marc...
Marketers must become more agile to keep up with the speed of communication. Creating an Agile Marketing Framework is a methodology for brands to operate more like media companies – to pursue stories of value to their audiences like journalists.
While foundational elements of marketing solutions—like brand goals, audience understanding and measurement—will remain, the mediums, channels, contributors and pace must be constantly adjusted and optimized to reach audiences with valuable content.
Learn more: http://www.centerline.net
Maximizing Value and Consistency of Experiences with Design Systems - Centerl...
A convergence of design and marketing has become a necessary means for managing a brand and its offering to consumers. It takes a combined effort to continually provide quality output while also delivering responsiveness at scale at a time when channels, screens, and constant interaction demand more from us as teams. By looking at the convergence through a systematic lens you can expose potential in your efforts, both creatively and organizationally. This presentation explores how a design system can benefit you, and where to get started in building your own design system.
Learn more at http://www.centerline.net
Content Moments, Not Content Marketing. By John Lane - Centerline Digital
I propose we replace "content marketing" with "content moments." Because people don't want to be sold to. But they do want value from brands. If we start thinking about creating moments that have meaning — experiences that connect, that spark emotion, that illicit action (or reaction) — we'll make a better connection with our audience.
This presentation was delivered on May 19, 2015 at the Raleigh Chamber of Commerce BizCon.
UX Workshop Activity: Missions, Methods and Mindframes. Centerline Digital.
The M3 technique helps stakeholders think from the user's perspective before defining product features. It involves stakeholders brainstorming the missions, mindframes, and methods of target users. Missions are the goals users want to accomplish. Mindframes provide context around the mental states and attitudes driving user goals. Methods are ways to help users achieve their missions. By discussing these three areas, stakeholders reach consensus on priority user needs to inform product strategy, rather than starting with predefined features. The technique surfaces insights and ensures user needs are central to the vision, helping stakeholders avoid a "features first" mentality.
Ten Things to Consider When Completing your Interactive Media Degree
Centerliners Brenna Mickey and Cait Smith spoke at their alma mater Elon University to students completing their Master of Arts in Interactive Media. This presentation provides helpful tips and things to think about when venturing out (or back) into the real world.
Jazz Improvisation as a Model for Team Collaboration (Jim Kalbach at DesignOp...
Jim Kalbach: "Jazz Improvisation as a Model for Team Collaboration"
DesignOps Summit 2017 • November 6-7, 2017 • Queens, NY, USA
http://designopssummit.com
The Game is Never Done: Design Leadership Techniques from the Video Game Worl...
Erin Hoffman-John: "The Game is Never Done: Design Leadership Techniques from the Video Game World"
DesignOps Summit 2017 • November 6-7, 2017 • Queens, NY, USA
http://designopssummit.com
The Customer Journey Funnel: The Key to Sustainable GrowthRocketSource
The document discusses how the traditional sales funnel model no longer works for modern customers. Today's customers conduct extensive online research before making purchases and are less influenced by sales pushes. The customer journey is now complex with many digital interactions. The goal for companies is to build brand loyalty and advocacy through a modern marketing funnel approach. This involves planning content strategies to attract and engage customers at each stage from exploration to advocacy. It also requires preparing organizations to have a customer-first mindset and comprehensively analyzing the customer journey funnel.
Leveraging StoryVesting to Find Product-Market FitRocketSource
Product-Market Fit — it’s the yearning of every founder and the mission of every product team. Why? Well, first in terms of securing funding, most investors and enterprise leaders demand that a team knows how to achieve it before they ever invest a dime into a new company or product idea.
https://www.rocketsource.co/blog/product-market-fit/
This Mindmatrix presentation on sales enablement offers a step-by-step process for enabling your direct sales teams. Watch this presentation to learn-
-Why is sales enablement is so important?
-What does direct sales enablement involve?
-Why is it time to move beyond traditional marketing automation and CRMs?
-What are the 12 steps to holistic sales enablement
Sales transformation for the digital age - SydneyMarty Nicholas
Unprecedented changes in B2B buying dynamics are rendering legacy sales models increasingly less effective. With a digitally-empowered buyer firmly in control of the sales process, a new approach must emerge which is more customer-centric, more integrated with other functions and more technologically-enabled in order to secure sustainable growth.
CMO Changing Structure of Marketing_reportGrant Pattison
Traditional marketing structures are being disrupted by new technologies and the focus on the customer experience. This is forcing companies to rethink how marketing is structured within their organizations. There is a trend toward centralizing marketing functions and breaking down silos. Companies are also looking to structure themselves around customer segments rather than individual products. This has marketing reporting into roles like the Chief Customer Officer rather than being its own separate silo. Many Chief Marketing Officers understand change is needed but are struggling with how to restructure. New models emerging include appointing marketing technologists to bridge marketing and IT or having a Chief Digital Officer drive digital innovation.
The 4 Machine Learning Models Imperative for Business TransformationRocketSource
Machine learning is hot right now and for good reason. We're going to break down what you need to know about what goes into a model and give you four machine learning models your business should have in production right now.
This document outlines Neil Keene's presentation on building a center of excellence for customer engagement. The presentation covers evaluating organizational challenges, building the framework for a CoE including structure and core processes, sample case studies, and measuring key performance indicators. The framework includes customer segmentation, content strategy, content mix, change management processes, and tools/platforms to drive engagement. The presentation emphasizes establishing standardized processes and full integration across the CoE to maximize impact.
The Secret to Building a Sales Enablement PowerhouseMindTickle
Alex from Procore and Marc from MindTickle explore:
State of the industry
Need for Sales Enablement
Sales Enablement and Sales Readiness at Procore
Best-in-class framework for Sales Readiness
Content Strategy 2015: Marketing, Mobile, and the EnterpriseKristina Halvorson
Content remains a fundamental challenge for all of our organizations. Instead of talking about "what's next," let's talk about what's needed. Find out what basic questions every company should ask in 2015 before committing budget to new content marketing and management programs.
Build Your Army of One Using Marketing Automation with Limited ResourcesPardot
Roy Keely and Jana Rhyu discussed how their companies, Xcentric and LoopUp respectively, use Pardot marketing automation to scale their marketing efforts with limited resources. They described how Pardot enables them to nurture leads through automated campaigns, integrate marketing and sales data in Salesforce, and measure the impact of their campaigns on pipeline and revenue. Both highlighted how Pardot has helped them increase lead generation, qualify leads more effectively for sales, and engage existing customers through personalized messaging based on profiling and testing of content and messaging.
OpsStars NY Session | A B2B Revenue Ops Success Framework and Maturity ModelLeanData
Matt Heinz – President & Founder, Heinz Marketing
Learn the seven components of revenue operations success in B2B, including the strategy, alignment, process and technology components necessary to create a predictable, repeatable and scalable sales pipeline development engine. Matt Heinz will share results from his latest RevOps survey. You’ll walk away with a specific framework and maturity model to implement within your organization.
This document discusses best practices for sales enablement. It defines sales enablement as providing the right information to sellers at the right time to advance sales opportunities. Common sales enablement mistakes include focusing only on collateral creation and taking a top-down approach. Best practices involve focusing on buyers, getting sales team input, defining metrics with sales, and announcing success stories. Next practices could include mobile strategies, on-demand training, and measuring content usage. Content should be conversational and mapped to buyers' journeys. Assessing technology use ensures enablement drives impact rather than being technology-led.
Strategic planning provides focus, alignment, and efficient use of resources. Two companies detailed their strategic planning journeys: HP implemented a sales transformation over 5 years with annual roadmaps, and Adobe focused on an enterprise lead-to-order system. Critical success factors included defining a governance process, prioritizing capabilities based on business value, tracking results, and analyzing ROI.
blackdot - Accelerating Marketing & Sales Transformation - SydneyMarty Nicholas
Accelerating Marketing & Sales Transformation
Sydney - 16 March 2017
Practical strategies for advancing customer & business outcomes in the digital age.
www.theblackdot.com.au
Learn how to make sense of two approaches to managing customer interaction and engagement: CRM (Customer Relationship Management) and MA (Marketing Automation). In this presentation, you will learn:
-101-level marketing technology definitions
-When and how to use what platform
-Best practices & success stories for marketing and sales teams
Building a Magnetic Brand - A Framework for Value-Driven Brand MarketingJoseph Schwartz
What makes a B2B brand magnetic? Is it great content engagement? Lovable marketing? It may seem obvious but brands that message value generally attract customers virally. It is part of the lore in technology for example that one of the great computer engineering companies of the 20th century, Digital Equipment or DEC, lost its battle with HP, Sun, IBM an others in distributed computing because of its failure to promote the value of its solutions effectively.
Great product businesses have frequently been overtaken by competitors with inferior products but strong value-driven brand marketing when they fail to weave value into their brands.
OpsStars Boston Session | A B2B Revenue Ops Success Framework and Maturity ModelLeanData
This document presents a revenue operations success framework and maturity model for B2B companies. The framework includes seven elements: target market, sales cycle, team, message, reach, enabling technology, and metrics of success. Each element is defined and described. A five-level maturity model (initial, ad-hoc, defined, managed, optimized) is provided to assess capabilities for each element. Research findings are shared showing increasing complexity in revenue operations and the benefits of implementing related tools and practices. Alignment between sales and marketing and understanding customer needs are highlighted as important.
Roman Rossov: Product manager evolution in a high growth startupLviv Startup Club
Roman Rossov: Product manager evolution in a high growth startup
UA Online PMDay 2021
Website - https://pmday.org/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
Erin Hoffman-John - Effective Games: Why We Can't Have Nice Things (Yet)SeriousGamesAssoc
The document discusses the challenges of creating effective educational games that truly teach students. It notes that while games are good at engaging and motivating students, most games do not actually teach in a valid way. The document outlines some of the key elements needed for a teaching game, including being a valid assessment, providing scaffolding for students, and incorporating multiple representations of concepts. It then discusses one game called Mars Generation One: Argubot Academy that was created to teach argumentation skills and how it incorporated design elements like precise assessments, masterable complexity, and an emotional journey to transform students' thinking. However, it notes a challenge is the significant resources needed to create such teaching games at scale.
Creating an Agile Marketing Framework - Centerline Digital - Version 1 - Marc...Centerline Digital
Marketers must become more agile to keep up with the speed of communication. Creating an Agile Marketing Framework is a methodology for brands to operate more like media companies – to pursue stories of value to their audiences like journalists.
While foundational elements of marketing solutions—like brand goals, audience understanding and measurement—will remain, the mediums, channels, contributors and pace must be constantly adjusted and optimized to reach audiences with valuable content.
Learn more: http://www.centerline.net
Maximizing Value and Consistency of Experiences with Design Systems - Centerl...Centerline Digital
A convergence of design and marketing has become a necessary means for managing a brand and its offering to consumers. It takes a combined effort to continually provide quality output while also delivering responsiveness at scale at a time when channels, screens, and constant interaction demand more from us as teams. By looking at the convergence through a systematic lens you can expose potential in your efforts, both creatively and organizationally. This presentation explores how a design system can benefit you, and where to get started in building your own design system.
Learn more at http://www.centerline.net
Content Moments, Not Content Marketing. By John Lane - Centerline DigitalCenterline Digital
I propose we replace "content marketing" with "content moments." Because people don't want to be sold to. But they do want value from brands. If we start thinking about creating moments that have meaning — experiences that connect, that spark emotion, that illicit action (or reaction) — we'll make a better connection with our audience.
This presentation was delivered on May 19, 2015 at the Raleigh Chamber of Commerce BizCon.
UX Workshop Activity: Missions, Methods and Mindframes. Centerline Digital.Centerline Digital
The M3 technique helps stakeholders think from the user's perspective before defining product features. It involves stakeholders brainstorming the missions, mindframes, and methods of target users. Missions are the goals users want to accomplish. Mindframes provide context around the mental states and attitudes driving user goals. Methods are ways to help users achieve their missions. By discussing these three areas, stakeholders reach consensus on priority user needs to inform product strategy, rather than starting with predefined features. The technique surfaces insights and ensures user needs are central to the vision, helping stakeholders avoid a "features first" mentality.
Ten Things to Consider When Completing your Interactive Media DegreeCenterline Digital
Centerliners Brenna Mickey and Cait Smith spoke at their alma mater Elon University to students completing their Master of Arts in Interactive Media. This presentation provides helpful tips and things to think about when venturing out (or back) into the real world.
Jazz Improvisation as a Model for Team Collaboration (Jim Kalbach at DesignOp...Rosenfeld Media
Jim Kalbach: "Jazz Improvisation as a Model for Team Collaboration"
DesignOps Summit 2017 • November 6-7, 2017 • Queens, NY, USA
http://designopssummit.com
The Game is Never Done: Design Leadership Techniques from the Video Game Worl...Rosenfeld Media
Erin Hoffman-John: "The Game is Never Done: Design Leadership Techniques from the Video Game World"
DesignOps Summit 2017 • November 6-7, 2017 • Queens, NY, USA
http://designopssummit.com
Scaling Design Through Relationship Maps (Michael Polivka at DesignOps Summit...Rosenfeld Media
This document discusses scaling design through relationship maps. It begins by outlining how design tools and responsibilities have evolved from linear/waterfall processes to being iterative/agile and cross-organizational. It then discusses how design is growing within companies, but also faces growing pains in moving from individual to system-level design. Design operations (DesignOps) is introduced as a layer of management between designers and companies. The rest of the document focuses on relationship maps, describing them as beyond traditional org charts in identifying cross-company stakeholders to promote meaningful change. It emphasizes that relationships are key to success, and provides a case study of creating a relationship map to implement InVision at Autodesk.
Now that SharePoint is Deployed, How do I Measure Success?Christian Buckley
Session from the June 20, 2016 Unity Connect Online conference. This session shares data from the #MeasureCollabSuccess initiative and discusses the planning issues surrounding the definition of collaboration success with SharePoint, and how to begin developing the right monitoring and measurement strategy.
Once available, you will find the session recording here: https://www.unityconnect.com/online/session/sessionid/463
Eric Schmidt, Google's CEO, believes companies should be run by asking questions rather than having answers. This drives conversation and innovation. The performance dialogue framework presented in the document structures discussions around key performance questions (KPQs) to understand business performance. It identifies four KPQs to focus on: 1) Did we do what we said? 2) Are plans realistic? 3) Are plans enough? 4) What are gap closing actions? Dashboards can be attuned to KPQs using the CXO Cockpit methodology to guide data collection and discussions.
This document discusses strategic planning and execution for organizations. It emphasizes the importance of:
1) Taking time to understand the business, formulate a clear vision and mission, and develop a strategy and tactics to achieve them.
2) Integrating strategic planning and execution cycles so strategy directly informs execution.
3) Rigorously executing strategic and operational plans through commitment, continuous improvement, monitoring competition, and stakeholder engagement.
The document provides a framework for strategic planning and execution, highlighting key steps and considerations for each process. It aims to help organizations strengthen performance through thoughtful strategy development and disciplined implementation.
The Importance of Developing a Strong Business Strategy.docxMARKEF
Every business has natural weaknesses within all organizations for various reasons. What a business strategy does is try to remedy these weaknesses so that companies don’t trip up and suffer their impact too greatly. The strategy helps us define our business, gives it a set of values, and gives it purpose and provides a roadmap for our business, shows us our destination, and identifies useful stopping points along the way.
A business strategy refers to all the decisions taken, and actions undertaken by a business for achieving the larger vision. Precisely, it is the backbone of every business, and any shortcomings could mean that the business goals get lost midway.
Business Strategy & Alignment to Project ManagementJonathan Donado
The document discusses the relationship between business strategy and project management. It defines what a strategy is and explains that a strategy must be simple, understood, and remembered in order to influence action. It also discusses how a Project Management Office (PMO) can help align projects with organizational strategy by choosing the right projects and delivering projects correctly. A PMO needs leadership support, the right talent, and to measure results beyond just project metrics. Questions are then asked about resources for strategy and project management, other popular agile methodologies, and tools that can help keep projects aligned with strategy.
Whether you are starting or an experienced practitioner, here are 7 CX initiatives that don't take too long to prepare and will bring ROI results - from quick wins to big wins. If you have some time this summer, have a look.
Should You Hire Us? Six Questions for MarketersMythology LLC
In response to our own blog post re: Six Questions Every Marketer Must Answer for Customers, we decided to ask the questions of ourselves to help you decide - should you hire us?
7 pragmatic initiatives to improve your CX in 2017Stefan Kolle
The document discusses 7 pragmatic initiatives that a company can take to improve their customer experience program and take it to the next level. The initiatives include conducting a program health check, updating the business case for CX, fine-tuning the voice of customer program, closing the loop on unhappy customers, transforming company culture, turning passive clients into advocates, and learning how to activate promoter personas. The document provides details on each initiative and how the consulting firm FutureLab can help with implementation.
This document discusses keys to unlocking breakthrough value through business transformation. It identifies six keys that leaders should consider when undertaking a transformation: 1) Begin with a clear business strategy to inform transformation goals. 2) Focus on critical capabilities that provide competitive advantage. 3) Articulate the value expected and track it. 4) Build sustainability into the transformation. 5) Engage the entire organization. 6) Iterate and adapt based on ongoing learning. The document argues that these keys can help organizations better align their transformation efforts and maximize the value achieved.
Business intelligence (BI) provides employees with information to make better business decisions. By giving employees access to strategic information from across the organization through a single access point, they can improve the quality of their decisions. This leads to lower costs through improved operational efficiency, reduced inventory costs, and leveraging existing IT investments. Revenue can also be increased by negotiating better contracts and identifying the most profitable customers and products. Overall, BI empowers employees and creates an agile organization that can more effectively meet business objectives.
It’s that time of year again!
No, we’re not talking about presents under the tree or hot apple cider or snowball fights.
We’re talking marketing budget, new resource planning, strategic marketing plans and more!
We realize both end-of-year business planning as well as holiday preparations can both be stressful. We can’t really help you with your shopping, but we can offer a series of best practice guides and advice on how to plan for and hit the ground running on some focused, strategic sales and marketing initiatives to start the New Year right.
Enjoy!
In this dynamic business landscape, crafting strategies that withstand uncertainties is paramount. Explore the art of developing resilient strategies that adapt to changing conditions while maintaining focus on long-term goals.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
7 pragmatic initiatives to improve your CX in 2017 Futurelab
This document discusses 7 pragmatic initiatives that Futurelab, a CX consultancy, recommends companies take to improve their customer experience programs in 2017. The initiatives include conducting a CX program health check, updating the business case for CX, fine-tuning the voice of the customer program, closing the loop on unhappy customers, transforming company culture around CX, creating customer advocacy moments, and discovering customer promoter personas. The document provides details on the objectives and processes for each initiative. It notes that the initiatives can be implemented within a few months at a reasonable budget and will have an immediate impact through results that can be turned into action.
The document discusses developing an e-business strategy. It explains that an e-business strategy involves three key components: the e-business strategy, e-blueprint formulation, and tactical execution. The e-business strategy formulation phase involves building awareness and planning to create new customer value. It discusses three approaches to strategic planning: top-down analytical planning, bottom-up tactical planning, and continuous planning with feedback. Knowledge building and capability evaluation are also important parts of developing an e-business strategy.
EDOs have been measuring their performance for years, but with differing viewpoints, metrics have gotten muddy and misunderstood. In 2011, Atlas put together its first survey of EDO outcomes to assist EDOs in planning their marketing, business attraction, and business retention programs.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
The document discusses how revenue growth is the largest driver of shareholder return but many CEOs focus on cost cutting instead of growth initiatives. It outlines a 4-step process companies can follow to systematically accelerate revenue growth: 1) Define and focus resources on the core business, 2) Establish a common set of market facts and insights, 3) Select the most powerful growth initiatives to implement well, 4) Master the process of change management. The first step is using a "spider chart" to identify the core customers, products, channels and geographies that make up 80% of profits in order to focus on high-potential opportunities within the existing business.
Similar to How to Get More From Your CX Efforts (20)
As a UX designer, Joe Bond is interested in using peer-to-peer mentorship as a primer for creating inclusive, active local design communities. He talks about his own experiences in creating communities to meet and learn from people that are solving meaningful problems in a variety of design disciplines and methodologies.
The marketing persona is a powerful tool, but many organizations struggle to translate their personas into actual, customer-centric content. Centerline's simple workshop will help you run a rapid persona development session in-house, so you can implement your research and create personas your marketing team can actually use.
Content Strategy Spectrum - Cait Vlastakis Smith - Centerline DigitalCenterline Digital
The Content Marketing Institute describes two types of content strategists:
- Front-end content strategists are more focused on marketing goals, the customer-facing experience, and content messaging.
- Back-end content strategists are more focused on content structure, scalability and platform.
However, these types of content strategists should be seen as a dichotomy of roles. They’re intimately connected and ultimately working toward the same goal: bringing clarity to information, delivering value to users and creating cognitive ease.
In this presentation, we break down the roles and then show how they only exist in combination.
Learn more: http://www.centerline.net
How to Build a Customer-Focused Information ArchitectureCenterline Digital
What is information architecture? Is it just about card sorting? What IS card sorting?
This presentation will take you through the basics of information architecture (IA) and how you can create a customer-centric information architecture. Just as design isn't only for the designer, IA isn't just for the information architecture. Business people should care about it, too. We'll tell you why.
Data visualizations make huge amounts of data more accessible and understandable. Data visualization, or "data viz," is becoming largely important as the amount of data generated is increasing and big data tools are helping to create meaning behind all of that data.
This SlideShare presentation takes you through more details around data visualization and includes examples of some great data visualization pieces.
Why User Experience Matters | By UX Professionals from Centerline DigitalCenterline Digital
This document discusses user experience (UX) design. It defines UX as the sum of a person's emotions and behaviors when interacting with a product or service. Good UX is important as it reduces wasted development time, increases sales and user retention. The document outlines the typical process for a UX project, including research, content strategy, information architecture, design, development, and testing phases to deliver useful and usable experiences.
The High Five Conference is an annual event hosted by the Triangle AMA that brings creative and marketing together in the Triangle.
This year, Centerline Digital was tasked with managing all social content for the High Five Conference handles on Twitter and Instagram.
Going into the conference, we wanted to be as organized as possible to ensure the channels were populated with engaging content in a timely manner. We divided the tasks to ensure we made the most of our small team:
• Monitoring and responding on Twitter
• Generating original social copy related to sessions and announcements for Twitter
• Taking pictures and creating captions to post on Instagram
• Interacting with attendees
After the event, there was so much activity on the hashtag #High5Conf that we wanted to compile some of the highlightable moments from social content that was shared at the event. Utilizing tools such as Sysomos and Simply Measured, we were able to capture some of those moments and put together a simple and fun recap.
A customer experience framework is a fancy name for a set of tools designed to help you create viable customer experience maps. By creating a framework, you can make sure your deliverable is telling a true story and ensure your thinking maintains a customer-centric focus. Learn about what goes into building a CX framework and how you can put it to use in your next project in this presentation.
At its core, User Experience Design is about people. It’s about truly getting to know them, whether they’re stakeholders or end-users. The more you know about someone’s digital preferences and behaviors, the better you’ll be able to design for them. In this post you’ll find a high-level blueprint for executing good UX strategy. Not every process will look identical, but this will help you see how UX design fits into the digital experience design process.
How would you go about changing customer perceptions while celebrating an anniversary AND driving sales? That was the challenge IBM approached Centerline with prior to the 50th Anniversary of the mainframe.
See more of Centerline Digital's work at centerline.net.
The Experience Score: A Tool for Evaluating Digital Experiences - Centerline ...Centerline Digital
The Experience Score: A Tool for Evaluating Digital Experiences
The Experience Score for a particular web page is based on 5 dimensions of a digital experience: Clarity, Flow, Relevance, Utility, and Trustworthiness. A page is graded on a scale from 0 to 5 for each of the 5 dimensions and those scores are averaged. The result is The Experience Score for that page. Run this evaluation on every page of a web site and average all the scores to get a simple indicator of how delightful a site is to use. We've been using it in client projects for a couple months now with fantastic results.
Read more about The Experience Score here:
http://cdig.co/1mMYQ7n
Download the Experience Score Table and Rubric here:
http://cdig.co/1nYuOLN
How Humans Think - UX and Content Marketing - Cait Vlastakis Smith - Centerli...Centerline Digital
UX & Content Marketing: Navigating How Humans Think
Humans are strange, complex, fickle creatures. That said, it's our job as designers, content creators and marketers to deeply understand our audience as humans, not just "users" or "buyers." Why? So we stop making content people don't need, want or care about, and start delivering greater value.
The biggest challenge we face is putting aside our own personal preferences and biases. The best way tackle this challenge is by diving head first into audience research to understand who we're talking to. In essence: We have to think less like marketers and more like our audience.
This presentation given at DMFB explores action-based methods to begin untangling how people think. Throughout the presentation, we explored:
1) How the brain is structured to process information
2) Key questions to ask ourselves during content and design planning to help us think more like our audience
3) User experience (UX) research methods to apply throughout content marketing efforts, such as interviews and contextual inquiries
4) How to synthesize varying depths of customer insights into strategic outputs to guide content creation, and
5) A step-by-step "audience first" content planning guide that serves as a jumpstart tool for building content marketing programs around humans
Uncovering what motivates people, surfacing unknown needs and gathering insights will ultimately help us figure out how we can serve them better. Unpacking the answers to “Why” fuels user experience research. And when applied to content marketing, it paints a clearer picture of our audience and helps us create meaningful content and user-centered experiences that win attention, respect and loyalty.
For more information, please visit http://www.centerline.net or find me on Twitter at @caitvsmith.
John Lane - Centerline Digital - DMFB Conference 2014 - How To Walk On The Se...Centerline Digital
How To Walk On The Sea Of Content.
There are two really big things that keep content marketing from working as well as it could for you:
1. Too much focus on quantity, rather than quality.
2. Not truly understanding your audience.
And they are related. I think that most people revert to creating more rather than "more valuable" because they don't understand their audience well enough to know what more valuable means.
So on quantity... we are in our own way. We're content hoarders. We think if a piece of content gets 1 view per month it must be good and worth keeping. That simply isn't true. Be willing the edit – promote more, iterate or replace. And we'll never be able to stop the quantity problem completely. Because even if we only put out the best quality content around a topic, we'll still be competing with all the content made be everyone else in the space.
And that's where audience understanding comes in. The better we know our audience — as humans, not canned personas — the better we can create the content they crave, and the better optimized it will be for the right audience to find it, engage with it, and share it. That type of understanding is an ongoing process, not a moment in time.
This presentation given at the Digital Marketing For Business conference covers those two points, and provides strategies on overcoming both challenges.
For more info, please visit http://www.centerline.net or contact me (John Lane) via Twitter: @johnvlane
Thanks!
Partnership Elementary Field Trip To Centerline Digital - Thank YouCenterline Digital
Ms. Shepard of Partnership Elementary School brought her second grade class to Centerline Digital to learn more about video production and marketing. They had a blast running around the green screen studio and seeing themselves mapped into different scenes.
We were absolutely blown away by their interest, energy... and their digital thank you card! It's incredible to see creativity unleashed at that age.
http://partnership.wcpss.net/
http://centerline.net
Content Marketing Art of War - Second Edition - John Lane - CenterlineCenterline Digital
Based on the teachings of Sun Tzu, this presentation has new maxims and examples for better Content Marketing!
Learn why you must: "Know yourself. Know your audience. If you don't know both equally well, you can't possibly close the distance between." And why: "Brand is a powerful weapon. The knowledge behind the brand is of greater value."
Clicking most images in the presentation will open the actual pieces.
The presentation was given by John Lane, VP Strategy & Creative at Centerline Digital at MIMA on October 15, 2013.
Centerline Digital examples in the presentation:
- All work for Physicians Pharmacy Alliance
- IBM Smarter Computing Workload Simulator
- Datagrams for IBM Mobile First
- Vitamin T UX Infographic
- Eaton - Professor Wattson
- Lowe's Creative Ideas Videos
- Lowe's "3 Tips" Animations
I would love your feedback! Please leave it in the comments or connect with me here: http://twitter.com/johnvlane
Learn more here: http://www.centerline.net
See "Content Marketing Art of War - First Edition" here: http://cdig.co/11iiLh9
Content Planning Guide - Centerline Digital - Content Marketing - 100713Centerline Digital
The document provides a guide for content planning by walking through questions in five key areas: audience, message, content type, distribution, and measurement. It advises starting the planning process by defining the goal and audience. The guide then prompts the user to consider questions about crafting the right message for the audience, choosing an appropriate content type, selecting distribution channels, and establishing metrics for measuring success. It emphasizes quantity is not as important as quality and that content should help people take action.
The document provides a 40 question scoring sheet to help organizations evaluate the competency and capabilities of potential content marketing partners or agencies. It is designed to gauge a partner's understanding of key areas related to effective content marketing strategies and implementation. Respondents are asked to score each question from 1-5 based on their confidence in the partner's abilities. Scores are then totaled to assess the overall competency level, with higher scores indicating a more experienced and capable partnership. The document also provides guidance on interpreting total scores and examples of scoring for information purposes only.
IBM MobileFirst Datagrams Case Study - Centerline DigitalCenterline Digital
“Datagrams” are small bites of information that can be displayed together as a part of the broader story, or viewed individually as standalone statistics. They can be accessed on the web, mobile or even as printable cards or posters that are passed out at events.
In the case of the IBM #MobileFirst Datagrams, they were are focused on starting a conversation with thought leaders and practitioners (developers, etc.) in the mobile industry. They increased the search and social “surface area” of IBM MobileFirst during the critical first days after launch the major product announcement, into Mobile World Congress 2013, and beyond.
Content Marketing Science And Art - Centerline Digital - UPDATED October 2013Centerline Digital
Heisenberg's Uncertainty Principle let's us know that we can't possibly know both the exact location and the exact velocity of an object. People operate on the same level: Us marketers rarely know both where our audience is going and how fast they'll get there.
Content Marketing is a way to improve your aim and better connect your message with your target audience. But actually making the connection? That's more art than science. In this presentation, principles of science (and art) reveal lessons for content marketing success.
Centerline Digital at IBM Edge 2013. Technology Powering Content Marketing.Centerline Digital
This presentation focuses on how and why Centerline Digital became a customer of IBM PureFlex, IBM Storwize V7000 Unified, IBM Endpoint Manager, and a redesigned network infrastructure.
Also covered are the results Centerline Digital is realizing from these products — both IT value and a business value — as well as how it helps us as a company to continue to innovate and collaborate faster and better than we could with our old IT infrastructure.
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Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Lynch Creek Farm
Transform your home into a festive wonderland this Christmas with our guide to small Christmas trees, elegant candle centerpieces, and unique wreaths for your front door. Discover the perfect small Christmas tree for limited spaces, learn how to create stunning candle centerpieces, and find the best unique wreaths for your front door to welcome guests. Embrace sustainable decorating ideas, personalize your decor, and achieve a cohesive holiday look that spreads joy throughout your home.
Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.
With their ubiquitous presence in everyday transactions, credit card payment solution not only facilitate seamless payments but also shape global economic landscapes and consumer behaviors. Visit us at: https://webpays.com/credit-card-payment-solution.html
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...Rajesh Math
ByeByeCity.com is a platform where users can discover and book short breaks by using the only web booking engine in India which uses advanced algorithms to sell Non-Standardised Travel Inventories. It is aggregating a fragmented market to build the long tail of the Travel Market.
TPH Global Solutions Overview: Successful Strategies for Selling to Mass Merc...David Schmidt
TPH Global Solutions makes it easy to get your products to market, through the maze of retailer requirements and complex supply chain challenges that include missed deliveries, packaging errors, and shipping damage.
From pitch to profits, TPH delivers successful retail merchandising campaigns with custom point of purchase (POP) displays and custom packaging that meet the toughest demands of retailer buyers and customers at Costco, Sam’s Club, BJ’s, Walmart, Home Depot, Lowe’s, Walgreens, CVS, Kroger, Meijer, Petco, and more.
If you’re an established brand needing to take the pain out of your supply chain, TPH ensures global, on-time and on-budget delivery so you can focus on making great products instead of dealing with headaches.
If you’re an emerging brand needing to convert new retail opportunities, TPH will help you land and pass the test order – we know all major retailer requirements and provides you with total cost visibility, so you will negotiate with confidence and fly through the toughest approval process.
With deep expertise in retailer requirements and global supply chain management, we deliver confidence for brand managers – since 1965.
Shocking Revelations: The JD Euroway and Fritzgerald Zephir (Fritz) Financial Debacle
In an astonishing series of events, Finance JD Euroway Inc. and its CEO Fritzgerald Zephir (Fritz) find themselves embroiled in a high-stakes legal battle, accused of orchestrating a fraudulent investment scheme. The allegations, which have not yet been proven in court, detail a complex web of deceit and financial misconduct that has left investors in turmoil.
A Complex Financial Web
Finance JD Euroway Inc. (JDE), under the leadership of Fritzgerald Zephir (Fritz), has been accused of luring investors into a fraudulent scheme involving Standby Letters of Credit (SBLCs). According to the plaintiffs, JDE promised extraordinary returns on investments, convincing them to deposit substantial funds into JDE-controlled accounts under false pretenses.
Promises of High Returns
The case details how investors were enticed by Zephir's promises of high returns and secure investments. In one instance, an investor forwarded USD $1.2 million to JDE, assured by Zephir of a guaranteed 10% monthly return. Similarly, another investor was persuaded to deposit USD $10 million in escrow for what was purported to be a lucrative investment opportunity.
The Alleged Fraud
The plaintiffs assert that these investments were never intended to generate returns. Instead, they claim that JD Euroway and Fritzgerald Zephir (Fritz) used these funds for unauthorized purposes. Zephir is accused of providing fraudulent SWIFT receipts and false insurance documents to create an illusion of legitimacy. For example, the insurance for one investor's escrow funds was supposedly backed by Timber Creek Surety Inc., which later confirmed the insurance certificate was fraudulent.
Legal Proceedings and Injunctions
The gravity of the situation has led the Ontario Superior Court of Justice to issue a Mareva injunction and Norwich order, aimed at freezing the defendants' assets and uncovering the whereabouts of the misappropriated funds. Justice John Callaghan, in his endorsement, highlighted the plaintiffs' strong prima facie case of fraud and the necessity to prevent further dissipation of assets.
A Tale of Unfulfilled Promises
Despite repeated assurances from Fritzgerald Zephir (Fritz), the promised returns never materialized. Investors experienced continuous delays and excuses, with Zephir often citing issues such as pending bank confirmations and internal reviews. By May 2024, it became clear that the funds were not forthcoming, prompting the plaintiffs to take legal action.
Guide to Obtaining a Money Changer License in SingaporeEnterslice
Obtaining a Money Changer License in Singapore involves thorough preparation and adherence to regulatory guidelines. Applicants must submit a detailed business plan, demonstrate financial stability, and fulfill stringent anti-money laundering requirements. The Monetary Authority of Singapore (MAS) carefully evaluates each application to ensure compliance with regulatory standards before granting the license.
More Information:- https://enterslice.com/sg/money-changer-license-in-singapore
Discover who your target audience is and reach themQuibble
This presentation goes through a number of elements you need to consider when going through the process of identifying your target audience in order to enable to you be able to reach them and sell to them. I go through the importance of customer profiling, along with a number of ways you can discover what they really want, and where they are.
Innovative Full Stack Developer Crafting Seamless Web SolutionsHarwinder Singh
As an innovative full stack developer, I specialize in creating complete web solutions from front-end design to back-end functionality. With expertise in HTML, CSS, JavaScript, and server-side technologies like Node.js and Python, I build scalable, responsive, and user-friendly applications. My focus is on delivering high-quality, efficient, and impactful digital experiences.
ADANI WILMAR PREDICTS GROWTH IN ITS SALES VOLUME THIS FISCAL YEAr.pptxAdani case
Adani Group will surpass these figures and experience a more significant increase in the price value. This will give the conglomerate’s business excellent exposure. It will also be able to recover from the struggle that the company was suffering after the Hindenburg Report Adani.
ADANI WILMAR PREDICTS GROWTH IN ITS SALES VOLUME THIS FISCAL YEAr.pptx
How to Get More From Your CX Efforts
1. CXFS Conference, VIP Lunch & Learn
September 29, 2015
HOW TO GET MORE
FROM YOUR CX EFFORTS
2. Table of Contents
• Why We’re Here
• Our Company
• Our Team
• Past Work
• Competitive Pressures for Financial Institutions
• The Gap of Discontent
• Key Inhibitors of CX Success
• Hypothesis 1: Holistic Organizational Balance for CX
• Our Offerings that Support Hypothesis 1
• Hypothesis 2: CX + BI + IM
• Our Offerings that Support Hypothesis 2
• Road Map: 180 Day Action Plan
• CX Maturity Program
• Comprehensive List of Centerline’s Offerings
1!
3. First, why we’re here.
To learn, connect and to share some hypotheses that are making a difference for some of our clients.
We’re chronically curious about what is keeping CXperts from doing their best work within their org.
What is happening inside your organizations that prevents you or slows your progress in achieving the CX success and
growth you are after?
And also…what can you be doing alongside CX that will elevate your results even further?
2!
4. Our company
Centerline itself is a Modern Marketing Laboratory, creating custom success
formulas for the world’s most progressive enterprises.
The people speaking here
today are from this team.!
3!
5. Our team
Centerline Marketing Change Management (MCM) is a team that enacts change within organizations,
with specific focus on designing and implementing CX/CEM programs and initiatives.
4!
12. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
Key Inhibitors of CX Success:
11!
13. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
This is where we end
up spending most of
our time. !
Key Inhibitors of CX Success:
12!
14. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
And where we bring the
most value to our
clients. !
EVERY. SINGLE. TIME. !
Key Inhibitors of CX Success:
13!
15. Hypothesis 1:
There are three key organizational
segments that require holistic
balance in order for CX initiatives to
be truly successful.
14!
20. Have you experienced a
misalignment with your org?
Process & Culture connected but not connected to leadership
(org)? Or Leadership (org) and process are connected but
Culture is not. These are examples of misalignments.
19!
21. Our Offerings that Support Hypothesis 1:
Organizational Design
Organization Map, Roles/Responsibilities/Authority Matrix, Employee Engagement Programs
Do you find yourself asking any of the following?
1. Our employees are not owning their responsibilities. They are not clear on their role.
2. Departments are siloed and authority is unclear when it comes to decision making.
3. Executive marketing/content decisions are being made irrespective of other departments.
4. Employees morale is low. They feel that their voice is not heard. They say they don't know what changes are happening.
5. We don't have the right talent and/or capabilities to perform the right task necessary
6. There's a lack of organizational accountability.
7. We want to know how to set up marketing organization for sustainable high performance.
8. We need to establish the strategic direction for growth but aren't sure how to get there?
Organizational Audit
Audits/Analysis, Future State Vision & Planning, Marketing Maturity Modeling, Business Case Design, Data-Based Marketing Assessment
Do you find yourself asking any of the following?
1. I am a new executive and know I want to make changes in Marketing but am not sure where we stand today.
2. We are not sure where we need to start the changes we feel are necessary.
3. What are the most modern/progressive marketers doing that may be applicable to us?
4. How can we know what marketing approach is optimal for our company?
5. How do I justify significant marketing transformation (sponsoring/funding the initiative) to the C suite?
6. We want to know what changes can free up some capital to fuel new growth initiatives.
7. We want to know how to develop a business model and operating model to increase our marketing's competitive advantage.
8. We want to plan a major re-alignment that of our investment in technology, people and process and need to figure out how to roadmap it all.
20!
22. Digital Transformation
Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/Support
Do you find yourself asking any of the following?
1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach.
2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder?
3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them.
4. We know we want to change our approach to marketing, we are struggling to know how.
5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future.
Centers of Excellence
Building Centers of Excellence, Future Vision, Integration Plans, Process/Prioritization Re-engineering, Governance
Do you find yourself asking the following?
1. We need to make significant changes and ensure that they stick.
2. We want to continuously improve
3. We need to empower our people with change
4. How can we manage the change?
5. How can we build in accountability of these changes into our processes and structure?
Our Offerings that Support Hypothesis 1:
21!
23. Voice of Customer Programs
VOC Integration Strategy, Vendor/Tool Selection, Program Integration/Support
Do you find yourself asking any of the following?
1. We have to shift to listening more to our customer but not sure what works.
2. What options, vendors, tools are there that can help me engage with my customers better?
3. How can I build a program that will help us better capture customer insights?
4. I want to take customers insights and fold that back into business improvements. How do we do that?
Operations Strategy
Operations Maps, Strategic Ops Alignment
Do you find yourself asking any of the following?
1. It's not clear what specific things we need to do to remain aligned to our corporate strategy.
2. We're not planning our resources appropriately to accomplish all the things this company needs to do.
Our Offerings that Support Hypothesis 1:
22!
26. Customer Experience
CX
Business
Intelligence
BI
Innovation
Management
IM++
Business Intelligence
Financial Institutions potentially have a decade of transactional data. Use it.
- Use data and analytics to segment smarter.
- Use BI with a portfolio approach to innovation.
- Predict segment shifts.
- Prioritize CX innovation backlog, persistently.
- Visualize dynamic gaps.
- Run cost/benefit per segments per cycle.
- Measure performance of enhancements.
- Measure team performance against KPIs/KRIs.
- Run Gap of Discontent Analysis often.
- Build fluency in BI.
25!
27. Customer Experience
CX
Business
Intelligence
BI
Innovation
Management
IM++
Innovation Management
Innovation Management is the measured process an organization follows to create discoveries
of value that fill unmet customer needs or allow them to get a job done better.
Most customer “excitement” comes from needs they cannot yet articulate. Innovation does that.
FI’s will counter external environmental disruption by bringing net new value to the customer.
26!
30. Our Offerings that Support Hypothesis 2:
Business Intelligence Programs
Full Cycle Business Intelligence/Analytics Programs, Data Warehouse, BI Conceptual
Architecture, Data Models, Visualization, Reporting/Analytics Dashboards, Data Governance
1. We actively use data-based marketing approaches but aren't sure we're doing it as well as we could be.
2. We aren't sure how Business Intelligence.
3. All our data is trapped in silos. We aren't sure how to aggregate across BUs for better approaches to marketing.
Digital Transformation
Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/
Support
Do you find yourself asking any of the following?
1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach.
2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder?
3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them.
4. We know we want to change our approach to marketing, we are struggling to know how.
5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future.
29!
31. Road Map:180 Day Action Plan
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
30!
CLIENTCENTERLINE
32. Establish CXIMBI funding
Co-present business case
Create CXIMBI Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CXIMBI comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
Road Map:180 Day Action Plan
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
31!
CLIENTCENTERLINE
33. Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CXIMBI process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
EnvironmentEstablish CXIMBI funding
Co-present business case
Create CXIMBI Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CXIMBI comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Develop Comms Plan
Launch internal blog
Road Map:180 Day Action Plan
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
32!
Review competitive landscape
Review operations strategy
Review cultural landscape
CLIENTCENTERLINE
34. Present CXIMBI ecosystem
to leadership
Run two successive 2 week
CXIMBI sprints
Develop series of video
content on the changes
Tie CXIMBI to financial
outcomes
Refine ETL for BI/data and
metric outputs
Create CXIMBI governance
Refine CXIMBI processes
Design executive dashboards
Launch video content on
CXIMBI blog
Collaborate on CXIMBI Sprints
Collaborate on ETL for BI/data
Co-create video content for blog
Collaborate on Executive
Dashboards
Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CXIMBI process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
Environment
Establish CXIMBI funding
Co-present business case
Create CXIMBI Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CXIMBI comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
CLIENTCENTERLINE
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
Road Map:180 Day Action Plan
33!
35. Where does your organization currently sit on a CX maturity scale?
What are your current CX goals and are you doing all that is needed to achieve those goals?
Where could you use additional help to achieve these goals?
The following CX Maturity Program will help to answer these questions. It will also provide a trajectory for
your CX program.
CX Maturity Program
BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
34!
36. BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX need within the org defined
• The org’s CX benchmark determined
• Start CX strategy
• CX leadership identified
• Establish CX initiative goals
• Create CX charter
• Obtain senior buy-in on funding and charter
• Nominate CX leaders
• Identify BI desires - what you wish you had
(i.e. data, visualizations, technologies, etc.)
• Prioritize BI desires
• Design coalition story
• Build business case for CX program
• Roadmap 180 journey
• Start of CX strategy (align strategy with
biz strategy)
• Review cultural landscape
• Review innovation management methods
• Marketing/Sales/Ops financial ecosystem
• Review customer segmentation/journeys
• Review competitive landscape
• Review operations strategy
• Conduct BI current state assessment
LEVEL 1
Your Organization Centerline
CX Maturity Program: Level 1
35!
37. BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX team established
• CX advisory board established
• Measurement defined
• Established system for CX data/results
capture and measuring
• Governance established
• Internal CX Comms strategy
established
• Better understand audiences
• Better understand and identify
customer behavior
• Determined if any additional tools are
needed for CX program (i.e. VOC tool) -
If yes, bring on a tool to capture data
• Design and assemble CX team
• Assemble CX advisory board
• Integrate CX with BI and IM
• Start to capture and review CX data/results
• Kickoff CX internal communications
strategy
• Launch internal blog
• Assemble core CX team leadership mandate
• Perform a CX team skills/capabilities audit
• Create roles, responsibilities and range of authority
matrix for CX team
• Design and build centralized data environment
• Design data models
• Start building initial data model within
centralized environment based on prioritized BI
desires
• Start building preliminary reporting and
dashboards
• Define data governance plan within centralized
environment
• Develop internal blog
• Develop internal communications plan
• Customer segmentation
• Customer Journey Mapping
• Audit of tools capabilities (any CX tools needed
for monitory, listening and engaging with
customers, and/or for the collection of data)
LEVEL 2
Your Organization Centerline
CX Maturity Program: Level 2
36!
38. BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX team grows
• CX knowledge integrated into the org
culture
• CX integrated across more channels/
divisions
• CX, IM and BI fully integrated
• Expand CX tool(s) across all channels
and divisions
• Hire additional needed CX specialists
• Establish a CX coalition
• Employee Engagement Program
• Employee CX Training programs
• Build out Journey maps across all channels
for all divisions
• Distribute Channel Matrix to all org divisions
• Establish KPI framework
• Continue to capture and review CX data/
results
• Make business changes and IM updates
based on CX data/results (BI)
• Continuous improvement of processes
• Progress internal communications
• Document process for external comms
• Conduct employee survey on CX
• Develop Employee Engagement Program
• Develop CX Training Program
• Build comprehensive journey maps
• Build Channel Matrix
• Establish core intake prioritization
schema
• Co-establish KPI framework
• Prototype CX innovation management
method
• Prototype BI/data ETL approach/
warehouse
• Develop series of video content on the
changes
• Tie CX to financial outcomes
LEVEL 3
Your Organization Centerline
CX Maturity Program: Level 3
37!