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The Five Step Approach to Creating Strategic Planning Road Maps for Customer Acquisition Success
1. The Five Step Approach to
Creating Strategic Planning Road Maps
for Customer Acquisition Success
Russell Kern, President & Founder
KERN
Katie Majerus, Marketing Manager
Auto Club Enterprises
2. When Strategic Planning Is Right For You?
•
•
•
•
•
•
•
CMO not hearing you
CMO is uncertain of where you are going
Culture of crisis of the minute management
Great plans go awry
Funding elusive
Funds squandered
Programs stuck in a rut, not advancing
6. Strategic Planning Benefits
9% to 14% improvements of go to market operations within 120 days
• Better communication
• Improved resource allocation
• Identification of innovations
– programs, strategies, tactics, channels,
• Clarity of focus for team
• Reduction in redundancies
• Easier to onboard
• Results, Revenue and Implementation
Improvements
8. Closed Loop Approach To Strategic Planning
Strategic Ideation and Mapping
Step 1 - preparation
Historical review, joint planning
sessions
Step 2 – output
Create strategic plan based
around business objective
Results Analysis
Step 7- measurement
Measure performance, analyze
results and provide
recommendations for optimization
Execution
Step 6 - implementation
Create, produce, approve
Step 3 - Output
Create tactics for a given
strategy. prioritize tactical
executions
Implementation Roadmap
Step 4 - output
Schedule implementations of each
tactic and test based on priority
Strategy Brief
Step 5 - output
Document testing details:
goal, target, timing, offers, creative
, test plan, market
selection, media allocations
9. Step 1: Effective Leadership
Who’s running the show?
The leader of the planning process must be
able to:
• Manage the process
• Share critical knowledge
• Foster innovations
• Transmit a sense of urgency and
enthusiasm to others.
10. Step 2: Implementation Approach
• Top down:
– Given a predetermined business goal, identify all the strategies
and their corresponding tactics to achieve the goal
• Bottoms up:
– Look at historical performance of a given set of tactics, build up
from the bottom an integrated plan of tactics and strategies to
achieve the goal.
11. Top Down Model
Grow Revenue
Objective
Add and Retain
High-Value Customers
Existing
New
Strategies
Customer Experience Proposition
Basic Requirements
Multiple Ad Format
Placement
Relevancy
Differentiations
Personal Experiences
Multiple Channels
Mobile Market
Ad Placement Strategy
Tactics
Personalization Experience
Develop and Implement
Marketing Programs
Develop and Implement
Personalized Marketing Programs
Deliver Personalized
Experiences
12. Bottom Up Model
2010 Revenue $100 Million
Objectives
Acquire New Customers
50%
Strategies
Channels
Efficiency with
Best Channels
Improve
DM
Cross Sell to Existing
Customers 50%
Test New
Channels
Optimize
Search
Social Media
Efficiency with
Best Channels
CRM
Tele
Test New
Channels
Newsletter
Events
Control Buster Tests
Tactics
Online Programs
1:1 Relevancy
Improvements
Content Delivery
- Offer Strategy
- Data Model
- Creative Concepts
SEO Review
Fan Development
Data Usage
email structure
Automation
Design Enhancements
Customer Feedback
13. Step 3: Determine Strategic
Visualization Methodology
Source: Stine Arensbach, Head of Strategic Visualizaiton, KPMG
17. Session Guidelines
• Set objectives, then establish strategic territories as
“placeholders”
• Generate as many tactics as possible for a
given strategy without evaluation
• Conduct one-on-one sessions post large group session to
hone ideas
• Conduct “consensus” sessions with larger group
to review refined strategies and tactics, making adjustments
as needed
18. Step 5: Prioritize and Road Map
2010 OTA Strategy Map – 12/14/09
Overall Goal:
STRATEGIES OBJECTIVES
80/BIS per month/
per franchise
$250 CPB
1.0
Lift Response by 30%
1.1
Improve
Targeting
1.1.1
1.2
Develop Offer
Strategy
1.2.1
1.3
Develop HighPerformance
Creative
Executions
2.0
Reduce Costs by 10%
1.4
Improve
Conversion to
Show
1.5
Increase
Channel
Integration
1.5.1
1.3.1
2.1
Identify
Production
Efficiencies
2.1.1
2.2
Identify D.P.
Savings
2.3
Identify List
Data
Efficiencies
2.2.1
2.3.1
2.4
Other
2.4.1
TACTICS
1.4.1
1.1.2
1.5.2
1.3.2
2.1.2
2.4.2
1.2.2
2.3.2
2.1.3
1.4.2
nline Integration
1.3.3
2.4.3
1.5.3
1.1.3
2.1.4
1.4.3
1.3.4
Prepared by The Kern Organization
for Online Trading Academy
20. Who is the Automobile Club of Southern California?
Road Side
Assistance
Financial
Life Insurance
Travel
Automotive
Discount Program
P & C Insurance
21. Who is the Automobile Club of Southern California?
Largest affiliate in the AAA Federation serving 21 unique states
22. Conquering Planning Barriers
• Focusing on variety of channels
• Collaborating cross-functional resources
• Understanding uniqueness of markets
• Goals
• Culture
• Managing KPIs business wide
• Aligning strategies across senior management
23. What Does a Successful Strategic Partnership Look Like?
24. A Successful Strategic Partner Will…
• Excite curiosity
• Bring passion for analytics
• Challenge the team to think bigger
• Strive to avoid insignificant test and learn efforts
• Focus on efficiency, optimization and innovation
• Help identify calculated risks with bigger wins
25. Implementing the Planning Process
Goal for the Strategic Engagement:
Drive up response while producing cost
effective direct mail campaigns that would
help grow the insurance business
26. Applying the 5 Steps to Strategic Success
STEP 1. Effective Leadership in place
STEP 2. Implementation Approach Established
STEP 3.
Visualization Methodology
Introduced
KERN’s
StrategyMaster
Planning
TM
STEP 4.
Ideation Session
Key stakeholders
collaborated and
agreed to strategic
initiatives
STEP 5.
Prioritization and Road Map
Individual market
plans
implemented
28. Data-Driven Testing
• Align marketing and data teams internally
• Optimize core segments
• Identify high performing clusters
• Former hand-raisers
• Multiple-product users
• Seek new segment opportunities
• Models for predicting buying propensity
• Determine lift in conversion and response KPI’s pretesting
• Embrace detailed and segmented production matrices
29. Offer-Driven Testing
• Urgency increases response
• Explore integrated digital media with traditional DM
• Keep the offers fresh and relevant
• Optmize your successes
• Honor your failures
33. Greatest Benefits Realized
Intangible Benefits Going into 2014
• Improved rigor, discipline and focus
• Enriched historical reference speeds tactical
considerations
• Greater collaboration
• Improved dashboards for quick decisions
• Better forecasting and improved goal obtainment
• More time for Innovation!
34. Insights Gained From Planning Process
• Flexibility and adaptability
• Spread testing across the road map calendar
• Be patient
• Strategic plans and road maps a living document
35. Two More Insights
• Focus on Innovation
• Without time rarely come up with new
ideas, programs and strategies
• Don’t get caught in death by 1000 tests
• Encourage Open Communication
• Make it safe for sharing
• Be open to improving status quo
36. Summary
• Strategic planning DOES move the needle
–
–
•
•
•
•
Finds new solutions
Improves existing ops, processes and programs
Set clear objectives before you begin
Get management buy-in to process
Know your results history and competition
Embrace innovation and reduce Naysayer
noise
38. New: Free eReport from KERN
Go To:
kernagency.comimproveresults
Or give us your card
39. Thank You!
If you would like us to email you a copy of the
presentation, please leave your
business card up front.
Russell Kern
rkern@kernagency.com
818-703-8775
Katie Majerus
majerus.katie@aaa-calif.com
Editor's Notes
----- Meeting Notes (10/14/13 11:07) -----Who's here:Lenght of marketersAgency v. client sideWho's got programs that need improvement?Who feels they do planning but its not getting the results they need?
No time for planning-
Or Sun Tzu the famous Japanese philosopher who speaks about warfare and strategy. What is clear from these two quotes that I hope you understand is strategy is the process of thinking about how you are going to achieve your goal And tactics are the actions you are going to take within a given strategy.
When I was in college I always wanted to be a river raft boat captain. I thought it was the coolest thing to sit on a raft, float down the river and direct your crew and boat to run the rapids, with water splashing at you every which way. So I did my training, got my certification and set up to take a group of college buddies down the American river in the gold rush country of Sacramento. Now throughout out my training it was always sunny and hot on the river. If you fell in the river within a few minutes of getting back into the raft, your crew was dry. No harm done. On my first trip in charge of taking a group of friends, I was going solo. No other captains were with me, and the weather had turned overcast and cold. Ok, not so bad, it kept the water fights to a minimum. All was going fine until we came upon the famous class 4 rapid on the river called the Widow Maker. The fun part of about river running is they have all these death defying names for rapids, like satan's cesspool, the flipper, and xxx.The widow maker rapid was a big one, you had to set your boat straight down the river, pointing right at the middle of this giant standing wave, and then have your crew paddle like crazy to get enough speed to go up and over the wave without flipping the boat over on yourself.Long story short, the boat flipped, my crew got dumped out, we all had to swim for shore and rescue the boat and given the cold weather and water, we had to immediately deal with hypothermia. Not a good situation. I tell you this story to make a few key points about strategic planning. Our goal was clear- have a fun time with the college guys on a SaturdayOur strategy was clear- Let’s go down the riverOur tactic was clear – let’s use a raft.However our planning for potential problems and obstacles could have been much better. What I learned from not only this experience but from 30 years of working with marketers is we don’t spend enough time planning, formally evaluating our tactics, challenging our thinking and most importantly planning for contingencies when a problem presents itself.
Here is an example where the brief for the plan must have been:How can we protect women’s shoes in rainy weather
Numerous definitions of planningDifferent corporate cultures:Internal battleground for inter-department conflict negotiationsResource allocation based on power vs. corporate strategy“Blue-Sky” planning by spreadsheetPredictions about the futureUnsafe creative and lateral thinking environmentsNo time to planIdeas not accomplished from prior yearHard to get funding Hard to socialize strategic planInternal redundanciesNo coordination between business unitsCMO wants strategies for sustainable growthteam gets bogged down in tactics
To create a methodology that drives performance improvements of core programs, as well as, identify new solutions/strategies for growthTo have a documentation process that puts the marketing leaders in better command and control of their program with agency partners
One of the lessons we learned about strategic planning over the years is it can’t be done without effective leadership.The job of the leader is to get people involved, to transmit enthusiasm and to keep a sense of urgency on developing a set of outcomes.Without clear leadership, it is easy for a strategic planning process to take a back seat to the urgent of the minute and therefore not get the attention and focus it requires from all the various sources.
Visualization improves the comprehension of a given plan, enables faster on-boarding and provides a consistent vision to the team throughout their mission.Lots of ways to visual. This is one of the most fun but it requires a professional sketch artist to be part of your process, which is an incremental cost.