Precedent sitecore professional services - branded
•Transferir como PPTX, PDF•
1 gostou•891 visualizações
In organisations that traditionally rely on personal contacts and face to face interactions to secure and maintain/develop client relationships, developing a clear digital strategy that benefits all areas of the business can provide the difference between being good and being great and stealing the march on the competition. This presentation shares our insight and some great digital examples that will clearly demonstrate the difference (and the value) of being either digitally reactive/strategic or truly transformational.
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Semelhante a Precedent sitecore professional services - branded
Semelhante a Precedent sitecore professional services - branded (20)
Mais de Precedent
Mais de Precedent (20)
Último
Último (20)
Precedent sitecore professional services - branded
- 1. Daring to be digital An overview of the current digital landscape and organisations’ approaches to it Mark Russell – Senior Consultant
- 2. A LITTLE ABOUT US Mark Russell – User Experience and Strategy Consultant Mark has over 13 years’ experience working in digital and has spent the past five years focusing on user-centred experience. During his time at Precedent he has worked on projects for JP Morgan, LSE, Henderson, IoD, ACI Worldwide and the BMA. He plays a pivotal role in the delivery of every project, working in unison with designers and developers to ensure the balance of strategic goals and user needs and motivations is always at the forefront of every project. A regular on the speaker circuit, Mark presents to professional audiences on topics such as usability, content curation and digital strategies for the membership, professional services and finance sectors.
- 3. A LITTLE ABOUT US 25 125 Years Experts 7 Offices
- 5. We research our sectors New Brand Universities Alumni Universities Third Sector NHS Globalisation Financial Services Cross- sector
- 7. DIGITAL IS MOVING QUICKLY Innovators 2.5% Early Adopters 13.5% Early Majority 34% Keyur Patel & Mary Mccarthy | Digital Transformation, 2000 Late Majority 34% Laggards 16%
- 8. DIGITAL IS MOVING QUICKLY Innovators 2.5% Early Adopters 13.5% Early Majority 34% Keyur Patel & Mary Mccarthy | Digital Transformation, 2000 Late Majority 34% Laggards 16%
- 9. WE ARE EVOLVING FROM A MARKETING CENTRIC TO BUSINESS WIDE VIEW OF THE WEB The Website Web strategy Digital strategy Digital transformation Business-wide impact Marketing centric
- 11. DIGITALLY REACTIVE ITS ABOUT PEOPLE We do have people coming in saying I looked at your website and here I am. One guy phoned one of our partners because he said he ‘looked like a nice chap’. People do make judgements on what people look like and what they say about themselves. A Professional Services client
- 14. Increase conversions by 10%
- 15. Increase conversions by 20%
- 20. DIGITALLY REACTIVE USING RICH MEDIA We should maybe consider video for insight pieces etc. People will watch them on the train. A Professional Services client
- 24. DIGITALLY REACTIVE BEING SOCIAL The jury is out on social. Maybe Linkedin – we want to run a workshop to show them how and why they should be using it. We do tweet about articles that we write, and we do have a Facebook, but this has lapsed, although it is useful for student recruitment. Professional Services client
- 30. DIGITALLY REACTIVE GOING MOBILE A year ago it wasn’t worth us doing a mobile site, but that might change, we need to monitor it more. A Professional Services client
- 33. Think about user context
- 36. DIGITALLY STRATEGIC UNDERSTANDING A DIGITAL JOURNEY Traditionally we had an old sales model whereby outbound mailers invited people to events where we would do all our marketing face to face. This meant that it was difficult for many within the organisation to see the benefits of digital. We will never close anything online, so why spend money there, its a cost, not an advantage. Andrew Cox - ACI
- 37. Jason’s story
- 38. 38 3
- 58. THE DIGITAL CAMPUS ADDRESSING AN AGE OLD PROBLEM On the education side you could say if we can get them in, retain them and make sure they graduate then that’s good enough, but that is a 1000 year old business model – the world looks different today. Claes Mansson - Monash University
- 59. AN OLD PROBLEM – MAINTAINING A RELATIONSHIP
- 60. AN OLD PROBLEM – MAINTAINING A RELATIONSHIP
- 61. A single online environment open to all, that offers a single customer view that is personalised to their current interests and relationship with the university (or company). A place they become reliant upon to support their lifelong learning and development, (Ambitions) encouraging and rewarding continual involvement (business). Ultimately a community and ecosystem that transcends traditional boundaries of a university (company).
- 62. A SINGLE ONLINE ENVIRONMENT Promoting Engaging PROSPECT Supporting LEARNER Connecting PROFESSIONAL Retaining ADVOCATE
- 63. A SINGLE ONLINE ENVIRONMENT PROSPECT
- 64. A SINGLE ONLINE ENVIRONMENT LEARNER
- 65. A SINGLE ONLINE ENVIRONMENT PROFESSIONAL
- 66. A SINGLE ONLINE ENVIRONMENT ADVOCATE
- 67. A SINGLE ONLINE ENVIRONMENT ADVOCATE
- 68. Making it happen effectively
- 69. ENABLER 1. SENIOR SPONSORSHIP & CENTRALISED INVESTMENT We need to make the board realise that we have to keep up, otherwise we will be left behind. The digital strategy will be far reaching, and it requires commitment over years, and someone to take ownership at board level who will keep the momentum going as it’s going to be a long project, not something we can do in a year Professional Services client
- 70. ENABLER 2. A CROSS-DEPARTMENTAL DIGITAL EXECUTIVE While every organisation has the stars that could take this on, it is a matter as to whether they have the commitment and capacity to fight for it along with everything else they have to fight for. In an ideal world ‘Digital’ would be its own department with its own budget. Professional Services client
- 71. ENABLER 3. A TECHNOLOGICAL PLATFORM AND ROADMAP The board needs to have its own ‘Light bulb moment’. Hopefully the proposed strategy will allow them to have that. But even if the strategy is not wholly endorsed, we can start taking pieces of it and work on those (chipping away) surreptitiously, then at least we are moving forward. Professional Services client
- 74. CONSIDERATIONS
- 75. Think big Start small Act quickly
- 76. Questions?
- 78. SOME DETAILS: Europe Lara Doherty Relationship Manager, London t: +44 (0)20 7426 8900 e: lara.doherty@precedent.com www.precedent.com Asia Pacific George Evans Regional Commercial Director t: +61 (3) 9008 5936 e: george.evans@precedent.com w: www.precedent.com Connect with us: Services: precedent.com @precedentcomms @precedentjobs Like us on Facebook Precedent (Group) The Digital Campus | @Precedentcomms | © Precedent 2013
Notas do Editor
- We’ve been carrying out detailed research into organisations and their digital presences for several years, and across a wide range of sectors – all are available from our website. But although some may seem sector specific, there are learnings we can take from one sector to another – for example, across HEIs and membership organisations – both have the need to attract and retain people, whether they are members or students.
- Our latest report focuses on the current state of digital and the fact that so many orgs struggle to respond to it and provide meaningful responses to the opportunities it provides – some seem scared to commit to real change effected through technology
- It used to be a perfectly viable strategy to let others innovate and take on the risks associated, and for your organisation to still comfortably in the late majority, and even the laggards could have a viable business.However, in the digital age we would argue that this isn’t a viable strategy anymore, and that adoption looks more like this…
- We see old models of business falling a failing in the face of more agile, digitally focused competitors all the time (think Woolworths, Jessops, HMV etcAnd anyone who now thinks they can still hang around in the late majority and laggards section will end up on that graveyard slide.
- Digital used to mean a desktop computer and a website for marketing purposes. In time, it has evolved from a strategy for our website, to a more holisitic digital strategy – but still servicing business objectives, and inherently wrapped up in marketing vision.But now, to truly take advantage of digital is to ingrain it in your organisations DNA, to have business-wide impact.In order to be transformational, an organisation’s digital agenda must be owned in the boardroom as a fundamental part of the corporate vision and strategy.If transformation is successful in delivering an exemplary user experience, or a unique product or service, then marketers can begin to spread the wordto target audiences using their own complementary marketing strategy, integrated with the broader vision.
- Most, if not all of you, will deliver services where human, one to one relationships are key for attracting new clients, growth, and maintaining those relationships
- Commercialorganisations have been using the importance of familiar human faces for years - This eye tracking chart shows how people fixate on the face…
- And interestingly, how we fixate on what the eyes are looking at.
- Research conducted in 2007 showed that a testimonial for a travel destination can increase conversion by 10%…
- Add a photograph of the person leaving the testimonial, and you can make that a 20% conversion.
- This law firm based in the states foregrounds its people in a professional context…
- And on their interests and pursuits outside of the office as well. Nevertheless, these can seem staged…
- M&G avoid the sanitised, marketing friendly imagery and allow their fund managers to talk frankly and professionally, sharing their insights on this separate blog in a space for their key audiences – heavily caveated for use by finance professionals only, and with the general principle that if you wouldn’t say it to a client over lunch, don’t say it on the blog.
- And the blog actively encourages participation from its readers – even if it does result in being accused of being both a Marxist and a tea party apologist. This is just one example of how real life engagement and relationships can be maintained online, bringing out the personality, and the “whites of the eyes” of those you are seeking to do business with.
- This can be made hugely more engaging through the use of rich media for example video or podcasts – again a great way to engage your users and bring out the character of the people within your organisation
- As users search patterns become more sophisticated, they have learnt to search for “how to” do something rather than simplistic terms. And there is no better way to respond to this than with a video
- They can be short, sharp, and to the point – remember that users won’t necessarily have the attention span to watch a 10 minute video
- And they don’t even need to be high quality – City Index offer their daily market commentary on youtube, simple updates in front of a camera that last no longer than two minutes.
- On the subject of youtube and its ilk, despite being around for several years, social media is still a bit of a mystery to some organisations. What often seems to be missing is a coordinated approach, and above all a holistic vision of the journey from start to finish, and how social media can play an important part of that
- It’s important to make sure your people are on linkedin, with up to date, useful profiles – again, users are getting into the habit of investigating or stalking those they will be doing business with! This lends credence and credibility.
- In this example, at Precedent our head of strategic research hosts his latest reports and presentations on linkedin – taking the journey from
- This in turn leads from linkedin through to our website -
- And from here, Adrian’s twitter and linkedin accounts are promoted on his profile page
- And so from his twitter back to the site again to read his latest reports. Remember that your reputation exists far beyond your website, and while you might be unclear on how to effectively use social media, considering the joined up journey is a great starting point – and note that tools like Sitecore’s social connector will allow you to manage your social media presences and measure the effectiveness of each channel and manage in sending users to your site, and converting them into customers, clients, and advocates
- The final characteristic of reactive organisations is the use of mobile. It puzzles me somewhat when I hear comments like this one recently from a professional services client
- Especially with the advent of wifi on the tube. The question is no longer, should we do a mobile site, but how should we do our mobile site. There are many different approaches to this, you will need to decide what is right for you. It’s not limited by technology – but what you are capable of delivering and managing, and most importantly your audiences’ needs
- Start by looking at your analytics and understanding the key mobile journeys
- Think about user context – professional need, or casual browsing?
- Dedicated mobile – free from constraints of your desktop site but difficult to manageResponsive – recommended by Google and currently the cool new thing – but takes careful planningApps – don’t just do it for the sake of it, consider where the app adds real value to the users’ engagement.,
- That’s all well and good, but how do we bring this together? This things cannot happen in isolation – a digital strategy will help you take the holistic view and plan the engagement points throughout the client/customer journey, and plan your work in a meaningful, joined up way.
- This is an example of strategic work we have undertaken for ACI to help them plan to engage their customers better digitally. ACI provide payments and fraud software to banks, and traditionally their sales cycle is measured in years, not months. To help their business owners buy into digital strategy, we told an engagement strategy that illustrated how successful and strategic implementation of the touchpoints outlined previously could support their wider business aims
- Cutting across social, Jason visits linkedin. ACI have taken a conscious decision to maintain their events, products, and advertising across the networkHe notices that one of his former colleagues is attending a conference.He notices a Base24-EPS targeted advert (but doesn't click it)He looks at the conference LinkedIn page (events module).
- He looks at the conference LinkedIn page (events module).He sees a SlideShare presentation about Base24-EPS, and flicks through the slides.At the end of the presentation, he clicks a link for more information about Base24-EPS for Retail Banking.
- He notices that one of his former colleagues is attending a conference.He notices a Base24-EPS targeted advert (but doesn't click it)He looks at the conference LinkedIn page (events module).He sees a SlideShare presentation about Base24-EPS, and flicks through the slides.At the end of the presentation, he clicks a link for more information about Base24-EPS for Retail Banking.
- He sees a SlideShare presentation about Base24-EPS, and flicks through the slides.At the end of the presentation, he clicks a link for more information about Base24-EPS for Retail Banking.
- He is linked to a specific landing page on the ACI website where he can explore more about mobile banking
- He builds his factsheet, giving him what he needs and ACI valuable insight into what customers are looking for in their mobile banking products
- He saves his factsheet for later, also registering him as a contact within ACI’s customer relationship management system.
- The printouts contain a QR code, that people can scan in to see the presentation on their mobile devices.
- An organisational change in mindset – a new business model with digital embedded in its DNA. The digital strategy no longer needs to exist – it’s a business strategy that recognises the importance of digital opportunities
- For HEIs, this has been the way their ongoing relationship with their students and graduates looks – waning over time.
- We are working with HEIs to help them counter this with the delivery of a digital campus – a community for life that helps them and the user grow with each other – from prospect to advocate. But it does not need to be limited to HEIs, the principle can be the same across other types of organisation as well.
- A single online environment open to all that offersa single customer view that is personalised to theircurrent interests and relationship with the university. A place they become reliant upon to supporttheir lifelong learning and development,encouraging and rewarding continual involvement.Ultimately a community and ecosystem thattranscends traditional boundaries of a university.Cuts across all departments and structures and requires a new way of thinking and commitment from all quarters
- Content changes and personalises based on the users behaviour and their single account, linked to a single customer view. It integrates across all content on the site, and incorporates virtual learning environments and other systems.
- For the prospect, promotes information and events relevant to them and encourages sign up
- For the student, content aggregated in one place, ability to access online submission of coursework and other integrated systems
- Content changes and personalises
- Content changes and personalises
- Content changes and personalises
- So how do we make digital transformation happen effectively?
- Needs senior sponsorship – not just simple buy-in, a real commitment from the board (with financial backup) to achieve success
- Effective resourcing from a broad range of skills – not just “the web team”, marketing, or IT. Effectively your digital special forces team – excellent writers, strategists, people who understand your customers, etc.
- You need a flexible technical platform with capabilities within itself, or the ability to integrate with other systems to achieve your goals. And similar to the point about being a long project, more than a year, that there is a clear roadmap that everyone agrees with in terms of priorities. That said, you may achieve some mileage by carrying out shorter, guerrilla projects to achieve some lower level goals and demonstrate some success first!
- Example of a roadmap – key priorities and high level workstreams
- Along with more detailed tactical workstreams within them.
- You will also need to consider these items as well – some of which you may already have in place, others that will take time and resourcing,
- But whatever you do, don’t fall foul of stagnation and irrelevance.