SMARTE Social Media Best Practices

1. Edge UP Marketing SMARTE: The Social-Media Adaptive/Responsive/Transcendent Enterprise © 2009 Edge Up Marketing, All rights reserved. Contents Confidential and Proprietary, Edge Up Marketing Use Only.

3. Concepts

4. Applications

5. Marketing

6. Statistics

7. PitfallsHighlight Our Consulting Offerings: Zeitgeist & Coffee Social Media Manager and SMARTE – Social-Marketing Effectiveness Methodology & Approach © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

8. Contents What is Social Media? How is Social Media Changing: Media, Business The 4 C’s of Social Media Social Media Applications & Marketing Social Media Statistics Common Social Media Mistakes & Pitfalls SMARTE Definition, Benefits, Steps to Achieve SMARTE Methodology & Delivery Approach © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

9. What is social media? Wikipedia says: Social media are primarily internet-and mobile-based tools for sharing and discussing information among human beings. The term most often refers to activities that integrate technology, telecommunications and social interaction, and the construction of words, pictures, videos and audios. The interaction, and the manner in which information is presented, depends on the varied perspectives and “building” of shared meaning among communities, as people share their stories and experiences. Businesses also refer to social media as user-generated content or user-generated media. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

11. Social voting

12. Social bookmarking

13. Lifestreaming

14. Wikis

15. Virtual worlds

24. The 4Cs of Social Media Visible Content Collaboration Community Cumulative Perceived Value Obscure Simple Difficult © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

25. 4Cs of Social Media: Content Consumers Visible Caretakers Contributors Content Creators Collaboration Community Cumulative Perceived Value Obscure Simple Difficult © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

27. The Social Technographics Ladder Source: Forrester Social Technographics Profile Statistics on the Types of Social Media Segments © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

28. Other Rules of Thumb The 50-20-10-2 rule * 50% of people will passively participate * 20% will actively and frequently consume/trade content * 10% chime in opinion/rate and vote on content * 2% develop and innovate content © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

30. Social Media (SM) Marketing (SMM) SM Marketing relies on the audience to distribute and engage in the dialogue and sometimes the creation of additional content. Its about engaging, communicating via a dialogue and interacting with people. More so customers. Increasing traffic to a site by links, brand awareness and well attention. You pay attention to what your customer/user wants and needs! You do this by listening, interacting, chatting. One does this by having a presence on social networking sites and channels. Social Media Marketing is the venue to develop viral marketing http://wiki.beingpeterkim.com/ © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

31. What is viral marketing？ “Viral marketing refers to marketing techniques that use pre-existing social networks to produce increases in brand awareness or to achieve other marketing objectives (such as product sales) though self-replicating viral processes…It can be word-of-mouthdelivered or enhanced by the network effects of the internet” ---Wikipedia © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

32. Currently Practiced Forms of Word of Mouth Social media: blogs and podcasts (45%) Social networks (42%) Buzz/Guerrilla Marketing (25%) Influencer Programs - 23% Brand Experience Initiatives (21%) Viral Ads (18%) Brand Communities (16%) Source: Agent Wildfire Research 2008 Brand/Customer Community-building WOM Social Media Production/Outreach WOM (i.e. blogs, podcasts) Social Network Production/Outreach WOM Viral Marketing/Advertising WOM © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

33. Viral Marketing Further Defined Simply relies on the audience to distribute the objective-Uses social networks like Facebook, MySpace, LinkedIn, Twitter to help achieve an objective…i.e. sales, brand awareness, etc This objective is obtained by a “Viral Action”. This action is people passing on the content such as video, picture, an application, banner, and even just word (voice) of mouth. Bottom Line: Viral relies on the audience to spread the message with little or no interaction. Its generally a one time interaction. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

34. Three factors making things go viral The law of few: the connector; the maven and the salesmen The stickiness factor The power of context According to the “tipping point”… © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

35. What is brand community? “Brand community is a specialized, non-geographically bound community, based on a structured set of social relations among admirers of a brand.” (ALBERT M. MUNIZ, JR. THOMAS C. O’GUINN, 2001) © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

38. Advantages of building a brand community DIRECT BENEFIT INDIRECT BENEFIT New distribution, selling, customizing channel Superior innovation/solutions Galvanize employee/vendor Organizational wide costumer-centricity Better insight and quicker feedback Competitive intelligence / market needs Prepare launches/market introductions Runaway word of mouth/evangelism Reduce customer support costs © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

39. Power of the community Among community members: 91% believe community enables them to give candid feedback 82% were more likely to recommend the company to others 76% felt more positively about the company Community users remain customers 50% longer than non-community users. (AT&T, 2002) 56% percent of online community members log in once a day or more (Annenberg, 2007) Customers report good experiences in forums more than twice as often as they do via calls or mail. (Jupiter, 2006) © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

40. Sources of E-WORD-OF-MOUTH Viral marketing refers to the practice of a marketer creating an internet promotional vehicle to draw attention to a brand, most often in the form of an email or website address link that is distributed online by consumers. Brand communityrefers to a specific classification of a social network that revolves around a particular brand. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

41. TWO MODELS OF INFLUENCE 1) Normative influencing: Where recipient behavior is based on interpreting the information provided by the influencer as an implied expectation to conform. Underlying mechanism influencing actions are: Identification andcompliance 2) Informational influencing : Where recipient behavior is based on a personal evaluation from the information provided by the influencer. Underlying mechanism influencing actions are: Internalization © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

43. Engagement – who, how and where are people interacting/engaging with our content?

44. Influence – the degree to which exposure and engagement have influenced perceptions and attitudes

46. Business is Responding © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. Social Media Can Positively Influence Sales If Managed Properly Source: Associated Press

47. Does your company have a defined Social Media Strategy? n=21of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

48. People in your organization who "get" social media? n=21of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

49. Does Senior Management Support Social Media? n=21of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

50. Does Senior Leadership Listen to Social Media Feedback? n=21of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

51. Do Corporate Buyers have an annual Social Media budget? n=21of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

52. Percentage of your total budget allocated to Social Media in 2009 N=19 of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

53. What are the top 3 Questions you should ask social media vendors? n=21of 46 org buyerstotal respondents 145 SocialMediaBuyersGuide.com © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

56. Over 7000 ideas have been submitted via Idea Storm

60. Social Media Statistics – Market Responsiveness Amazingly only 4% of large businesses actually post a public rebuttal to negative comments, instead letting those comments sit and influence customer opinion! © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

61. Common Social Media Pitfalls and Mistakes (1 of 2) Social Media Organization is separate from Brands and Marketing Social Media customer intelligence is not integrated and managed as a strategic asset: Product Management, Branding, Campaign Management, Customer Experience, Sales Taking Action or developing customer responses without properly ascertaining the customer sentiment or mood Utilizing traditional media tactics for bi-directional and conversational social media venues Brand Experience is not common across all social media venues and platforms Social Media presence or listening is limited and does not cover all of the relevant venues and sites Acknowledgement of customer brand input is not acknowledged and responded to which translates into a negative customer brand experience © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

62. Common Social Media Pitfalls and Mistakes (2 of 2) Create consistent rules for the posting and judging of content so that customer experience consistency and fairness is achieved Inability to synthesize and analyze intelligence from across multiple social media venues and platforms creates an inability to develop a coherent brand action plan Social media efforts are judged as non-authentic or genuinely concerned with the customer, leading to a degraded customer brand perception and overall customer experience Brands feel compelled to respond to every negative comment posted on the brand Assuming customer opt-in permission and channel preference is the same for traditional media © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

63. Common Social Media Pitfalls and Mistakes Group that literally sits in one tower and there’s the communications social media group that sits in another tower. Unfortunately, we’ve kind of been experimenting in separate and often different directions without really coordinating with each other. As we are going about the kind of reorganization that we’re doing right now, one of the big things that we’re trying to figure out is how to better connect these. These are not things that can happen separately, any longer. Source – General Motors © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

64. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. Successful social media management involves careful orchestration & Management Source: Associated Press

65. Our social media SERVICES Social Media/Marketing Lifecycle (1) LISTEN (2) UNDERSTAND (3) ENGAGE Data Analysis Insights Data Collection Data Mining Strategy Tactics Conversations Manager Social Media Platform: SMARTE: DIAGNOSTIC/ROADMAP People & Organization Technology / Data / Insights Process / Standards Strategy / Tactics Holistic Assessment Our offerings facilitate best practice social media & marketing capabilities © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

68. What is SMARTE? © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. SMARTE is a methodology and an approach to accomplish the following: Holistically* assess and benchmark you current environment in terms of current social media capabilities vs. best practice (SMARTE) capabilities (includes xxxx and xxx) Develop a vision of your future state social media capabilities vs. best practice (SMARTE) capabilities Develop a roadmap of specific, actionable and prioritize initiatives to achieve your future vision (SMARTE) social media state *Holistic assessment covers business processes, information systems and technologies, organization, culture and competencies SMARTE Enables You to Build a World-Class Social Media Program

71. STEPS TO ‘GETTING SMARTE’ © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. Identify current state of SMARTE capabilities vs. best practice (benchmark current capabilities) Define Future Vision State of SMARTE capabilities (define future capabilities) a) Identify capability gaps to achieving the future state vision Develop a SMARTE “Blueprint” which includes recommended changes in: a) Strategy, Process, Organization and Technology Create a business case and benefits realization approach to support funding of initiatives to achieve the future vision state SMARTE Takes a Holistic Approach to Improving your overall Social Media Capabilities

73. Implement Social Media Conversation Manager

74. Social Media Analytic Platform – Tech.. Current State Of Social Media © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. Business Case Justifying Program Investment Future State Of Social Media Specific Projects to Achieve Future SMARTE State

76. Branding

77. Customer Messaging

78. Social Media Analytics

79. Industry experience

80. CRM expertise

81. Thought leadership

82. Client industry

83. Cross-industry

86. Priorities

89. Enables assessment of the enterprise’s customer-centric and SMARTE maturity

90. Enables envisioning of the enterprise’s desired customer-centric and SMARTE capabilities

91. Articulates the capability gaps between the current and future states

93. The Components of the SMARTE Maturity Model The SMARTE Maturity Model is composed of six groups of customer-centric capabilities, called Business Practices. An organization’s position in each Business Practice can be assessed at one of five stages, called Maturity Levels. SMARTE Business Practices SMARTE Maturity Levels Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations- Do your strategies capitalize on your customer-centric and SMARTE capabilities? Without an effective action plan, your customer-centric insight, including those from social media, will go unleveraged Leading - An organization that has differentiated itself based upon customer-centric social media capabilities and simultaneously redefined those capabilities Leverage Social Media Insight as a Strategic Asset – How do you collect, manage and transform social media market feedback into actionable intelligence? Your ability to capture and leverage this social media information is critical to creating a competitive brand (sales, marketing, products) advantage. Optimizing - An organization that has not only developed customer-centric social media capabilities but also actively integrates them into its daily operations Enhance Sales Growth through Optimized Social Media Tactics - Are you consistently generating brand and product excitement and developing a cult following? Key tactics developed from social media ‘listening’ help develop excited and brand loyal customers eager to buy products. Practicing - An organization that has implemented basic customer-centric social media capabilities Develop & Evolve Social Media Conversation Management Capability & Platform - Do you know how to effectively respond to all of the various social media venues and messages? A conversation manager allows you to listen and respond effectively to the social media market. Developing - An organization that has a rudimentary, loosely-woven set of customer-centric social media capabilities in place Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value: How well do you maximize your social media efforts across functions and business units? To truly realize the full benefits of the SMARTE enterprise, the individual organizations must move synergistically (e.g. social media. Marketing, product management, sales) Aware - An organization that exhibits few customer-centric social media capabilities Maximize the Customer Social Media Brand Experience – How well do you develop a proactive and positive social media presence that delights customers and keep them responding positively to your products/brands? Developing a consistent, sustained and positive brand interactions with customers will strengthen brand images and hence sales, word-of-mouth & viral marketing, etc. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

95. Matches offers (price and selection) to customers’ specified needs based on real-time social media & other feedback

96. All social media insights responded to/addresses

98. Matches offers to social media input

99. Integrates product management programs with social media input

101. Designs customized product bundles based on social media insight

102. Wins back profitable customer who have left by leveraging social media

103. Up-sells and develops loyalty programs based on social media input

105. Monitors the reasons behind customer defections and is aware of social media dissention

107. Provides the same level of marketing and products to everyone, regardless of social media ‘learnings’© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

109. Integrates data across industries and business partners

111. Collects and integrates cross-unit social media data in common database architecture

113. Solicits and stores appropriate data from most customer contacts and social media feedback

115. Collects customer data in decentralized “fiefdoms”, including social media ‘learnings’

120. Integrates most customer feedback from social media to understand customer satisfaction, needs, trends

121. Proactively manage customer expectations via social media

123. Uses customer social media surveys and focus groups to understand customer needs and market demands

124. Sets customer sales programs on a mass level with a with common message

126. Communicates brand expectations with differing messages across various social media venues

130. Effectively maps nearly all social media contacts into segments

131. Makes real-time conversation adjustments to dynamic customer social media feedback models

132. Makes real-time conversation adjustments to dynamic needs-based customer social media feedback and trends

134. Effectively maps most social media participants conversation types

137. Actively manages the conversations for limited periods of time

141. Has virtual units collaborating on projects relating to managing social media more effectively

142. Supports an internal ethos for driving positive change across people, process, technology, standards to improve social media effectiveness

144. Manages customer management processes across business units and shares important information cross units (e.g., low customer satisfaction, feedback, positive trends, etc. )

146. Integrates social media processes across some business units

151. Recognizes customers at all social media venues with highly relevant and engaging messaging & content

153. Recognizes customers at all social media forums

154. Offers a robust set of self-service functionality over multiple social media mediums, with personal help easily accessible upon request

155. Migrates nearly all customers to most appropriate social media channels

157. Recognizes customers at nearly all social media venues

158. Coordinates some marketing, sales, and service messaging across social media touch-points

160. Recognizes customer at a limited number of social media touch-points

161. Rewards customer treatment via ad hoc methods

162. Organizes in a product-oriented design with customer-centric champions

165. Managing CUSTOMER Brand Experience Levels via social media Customer Satisfaction is a measure of actual treatment relative to expected treatment. Many companies strive to delight their customers all of the time, but higher treatment levels often equate to higher delivery costs, and can reduce a company’s profitability. With this in mind, understanding customer expectations in order to selectively meet or delight customers becomes the cornerstone of well executed programs. Satisfied Delighted Disappointed Goal: Foster social media advocacy High Importance to Customer Very Satisfied Satisfied Very Satisfied Satisfied Low Identify Customer Social Media Trends. Needs, etc. High Low Exceptional Experience Quality (i.e., Actual treatment delivered - expected treatment) © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

166. Align Customer experience with customer Brand Perception & requirements High Disappointed Customers On Target: Expected = Delivered Experience Importance of Experience to Customer / Prospect Over Served Customers Low Low High Actual Level of Treatment Delivered © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

168. Implement Social Media Manager

169. Re-Align Social Media OrganizationOptimizing Future state profile Practicing MaturityLevels Capability Gap Developing Current maturity profile Aware Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value: Leverage Social Media Insight as a Strategic Asset Develop & Evolve Social Media Conversation Management Capability & Platform Enhance Sales Growth through Optimized Social Media Tactics- Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations Maximize the Customer Social Media Brand Experience © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. SMARTE Social Media Business Practices

171. Prepare an inventory of lead management applications and capabilities

172. Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement

173. Review the business strategy and further develop the Vision Statement and guiding principles

174. Review project scope and objectives with Task Force at Kick-off meeting

175. Confirm deliverables, schedules and milestones with Task Force at Kick-off meeting

176. Confirm project scope and objectives

177. Confirm deliverables, schedules, and milestones

178. Finalize project team membership and logistics

179. Establish project management, control and communications plan

180. Meet with Project Sponsor to set Vision and objectives for project

181. Using an interactive workshop approach with the core team:- Develop future business scenarios- Envision future states and underlying capabilities for business processes, technology, and people & organization

182. Assess gaps between future business model and current state

183. Develop project profile & portfolio straw-man

184. Review and validate business scenarios and capabilities assessment

185. Finalize project portfolio, including prioritization and sequence

186. Develop project roadmaps

187. Develop high level rationalization for expected projectsWe have a proven methodology to specifically develop a robust Social Media Capability. Below is the approach that we recommend for moving forward with a project of this nature. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

189. Results within 18 Months

190. Impact on Profit

191. Ease of ImplementationNew capabilities to develop Emerging capabilities EdgeUp Marketing’ Experience at {client} Selection criteria Capabilities to improve Client Perspectives {Client} Self-Descriptions Existing capabilities Existing capabilities Best-in-Class Research Action Identify Assess Filter Set of Sorted Capabilities Set of Target Capabilities Set of Possible Capabilities Result © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

192. Sample Timeline Based on our assumptions, we anticipate that the SMARTE project will take 6 weeks to complete. Included within this timeline are three workshops with the Task Force members which will serve to initiate the project, gather current state / future business model input, and develop the transformational plan. 5 6 1 2 3 4 7+ Project Initiation 1 Week Vision Development 1 -2 Weeks Current State Assessment 1- 2 Weeks Future Business Model Development 1 - 2 Weeks Transition Planning 2+ Weeks = Initial Discussion with Project Sponsors =In Person Interviews = Kick-Off Meeting = Work Shops = Conference Calls =WrapUpMeeting © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. =Workshops

193. Project Team Interactions Throughout the project, EdgeUp Marketing will work with the project teams in various ways to gather information, facilitate group work tasks, etc: Interviews In-Person: Initial and ongoing discussions with the project Sponsor and Steering Committee to set directions and expectations, and checkpoints throughout the project Conference Calls: Typically used during the Current State Assessment to gather information from teams whereby travel to a central meeting location is unnecessary. Workshops Workshops will be used to facilitate envisioning and planning sessions. Please see appendix for further details regarding planned workshops. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

198. Team Work In order to optimize the resources of such a large project team, after the entire team participates in the Project Initiation and Vision Development phases, the Task Force Groups will participate in the Current State Assessment, and the Core Team will work on the Future Business Model Development phases. Then the entire team comes back together to work on the Transformation Planning phase. Task Force Team All participants All Participants Core Team Future Business Model Development Project Initiation Vision Development Current State Assessment Transformation Planning EdgeUpTeam The Core Team is a subset of the Task Force Team consisting of representation from each of the Task Force groups. Due to its smaller size it can mobilize quicker to develop the Future Business Model. Participation from every member of Task Force Team is needed to thoroughly capture the Current State lead management processes via separately scheduled conference calls. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

200. Confirm deliverables, schedules and milestones

201. Finalize project team membership and logistics

202. Define key metrics and principles

204. Project organization

206. Establishing team relationships

207. Communicating project vision and objectives to appropriate stakeholders securing commitment and involvement where required

210. Review project scope and objectives with Task Force at Kick-off meeting

213. Prepare an inventory of lead management applications and capabilities

214. Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement

216. Current State Process Assessment

219. Assess gaps between future business model and current state

221. Core functional capabilities

222. Core technical infrastructure components

224. Thorough preparation for process envisioning interviews and workshops

227. Finalize project portfolio, including prioritization and sequence

228. Develop project roadmaps

230. Detailed project write-ups

232. Obtaining buy-in from key stakeholders

234. SMARTE Workshops - Overview Three major workshops of the project, Current State Assessment, Future Business Model Development, and Transformational Planning, will be examined within the context of {client's} major transformational focus areas. Core Components of SMARTE Workshops Vision Future Business Model Development Transformational Process Current State Assessment Identify the Transformational Action Steps Required to Achieve the Future State Envision the Desired Future State Diagnose and Benchmark the Current State Vision Statement, Key Metrics, and Guiding Principles Develop Tools to Manage the Transformation Overall Program Management © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

235. SMARTE - Workshop #1 During the Initiate phase of the project, the Task Force members will convene at the Kick-off meeting to confirm the goals of the project and review the project work plan. The participants will finalize the Vision Statement, define key metrics, and agree upon guiding principles. Workshop #1 Kick-off Meeting Major Transformational Focus Areas Desired Future State Transformational Process Current State Identify the Transformational Action Steps Required to Achieve the Future State Envision the Desired Future State Vision Statement, Key Metrics, and Guiding Principles Diagnose and Benchmark the Current State Develop Tools to Manage the Transformation Overall Program Management The Kick-off meeting will serve to finalize the Vision Statement which will guide the SMART project. Corresponding metrics and guiding principles will also be identified. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

236. SMARTE - Workshop #2 During the second workshop session, Team members will develop future business model scenarios and corresponding capabilities. In addition, Core Team members will develop a project profile and portfolio straw-man. Workshop #2 Major Transformational Focus Areas Desired Future State Transformational Process Current State Identify the Transformational Action Steps Required to Achieve the Future State Envision the Desired Future State Vision Statement, Key Metrics, and Guiding Principles Diagnose and Benchmark the Current State Develop Tools to Manage the Transformation Overall Program Management Workshop #2 will document your current state organization and processes. In addition, task force members will begin to define future business models for SMARTE. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

237. SMARTE - Workshop #3 During the third workshop session, Task Force members will review and validate a project portfolio straw-man. {client} North America will identify the transformational action steps necessary to achieve the future business model. Workshop #3 Major Transformational Focus Areas Desired Future State Transformational Process Current State Identify the Transformational Action Steps Required to Achieve the Future State Envision the Desired Future State Vision Statement, Key Metrics, and Guiding Principles Diagnose and Benchmark the Current State Develop Tools to Manage the Transformation Overall Program Management Workshop #3 will consolidate the current state findings and future business model input to identify the transformational action steps required to achieve your SMARTE Vision. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

238. Sample Template - Core Capabilities & Gap Assessment Below are definitions and illustrative examples for the framework proposed to assess core capabilities and criteria. Component Definition IllustrativeExample Capability A description of the operating environment that supports a specific area of focus Deliver customized or personalized marketing offers to individual customers based on value to the business Processes* Work steps required to enable a specific capability Deliver customer value information to representatives at the point-of-contact Skills* Organizational skills required to enable a specific capability Treatment of customer should be differentiated based on value (I.e. more skills agents to interact with high-value customers.) Technology* Automated solution required to enable a specific capability Data mining and modeling able to provide real-time access to customer transaction information © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only. * Each capability may result in multiple process, skills and technology requirements

239. 2012+ 2010 2011 Note: Actual project sequencing and timeframes are approximations at this level. Further scoping and planning is required for more accurate estimates. Create an E-Mail Content & Contact Strategy Based on Customer Preference Establishing a Customer Forum will provide insight into Defining the Customer Experience. Customer Forums should be an on-going practice. Implement an E-Mail Engine EstablishaCustomerForum Continue Customer Forums Define the Customer Experience Once the Customer Experience has been defined, it can be used to shape the Create and Execute & Contact Strategy for All Customer Touch Points Based on Customer Preference project. Create and Execute Content & Contact Strategy for All Customer Touch Points Based on Customer Preference ImproveLead / OpportunityManagement Review & Redesign Lead Qualification Process Develop Lead Scoring Improve 1-800-OK-xxxx Experience Sample Template - Project Portfolio Roadmaps The Project Portfolio & Roadmap below highlights dependencies and timeframes associated with particular work-streams identified during the Transformational Planning stage of the project. SAMPLE © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.

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