THE MAKING OF A DIGITAL STRATEGY: A Survivable Plan for Creating Unified Digital Experiences

S E P T E M B E R 7 - 9 , 2 1 0 4 – B O U L D E R , C O

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Hi, I’m Bill Rattner, Director of Digital Strategy

CapTech Ventures, Inc

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• 8 week digital strategy project • 2 of us + 2 clients camped out in a conference room • Part of a large capital project (Sitecore) • Moving from a siloed monopoly to “digital first”

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This is the story of how we created a digital strategy for a large company in 8 weeks…and how you can too*.

* Yeah. There is a lot in this presentation. If you are at all interested, you’ll want to download it and go through it at your own pace.

Dominion is one of the nation's largest producers and transporters of energy.

WHY HAVE A DIGITAL STRATEGY

Digital Strategy is the process of specifying an organization's vision, goals, opportunities and initiatives in order to maximize the business benefits of digital initiatives to the organization. These can range from an enterprise focus, which considers the broader opportunities and risks that digital potentially creates and often includes customer intelligence, collaboration, new product/market exploration, sales and service optimization, enterprise technology architectures and processes, innovation and governance; to more marketing and customer-focused efforts such as web sites, mobile, eCommerce, social, site and search engine optimization, and advertising.

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SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

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Because not having a digital strategy may be the worst strategy of all.

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1. Focus on the right audiences. 2. Develop end-to-end processes, systems, and governance to streamline business operations. 3. Put the technology in place to support user engagement.

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How hard can it be? [ x ] incredibly hard

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Why are digital communications important and why do we need a digital strategy?

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SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

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Today, digital is a participatory layer of all media that allows users to self-select their own experiences, and affords companies the ability to bridge media, gain feedback, iterate their message and collect relationships.

A

DIGITAL  STRATEGY  101  –  BUD  CADDELL  DIGITAL  STRATEGY  101  –  BUD  CADDELL  

SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

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DIGITAL  STRATEGY  101  –  BUD  CADDELL  DIGITAL  STRATEGY  101  –  BUD  CADDELL  

How do we leverage digital technology to create true competitive advantage and make us more relevant in the market?

Q

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DIGITAL  STRATEGY  101  –  BUD  CADDELL  DIGITAL  STRATEGY  101  –  BUD  CADDELL  

A digital strategy allows you to understand the who, what, when, and where of listening and responding to consumers, bridging brand experiences, iterating offerings, and collecting and activating consumer relationships in order to accomplish an actionable and measurable objective.

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SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

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10 REASONS YOU MAY NEED A DIGITAL STRATEGY

1.  You are directionless 2.  You don’t know your online marketshare

3.  Existing and startup competitors will gain marketshare 4.  You don’t have a powerful online value proposition

5.  You don’t know your online customers well enough

6.  You are not integrated (In fact, you may be “disintegrated”) 7.  Digital does not have enough people/budget given its importance

8.  You’re wasting time and money through duplication 9.  You’re not agile enough to catch up or stay ahead

10. You are not optimizing 10  REASONS  YOU  NEED  A  DIGITAL  MARKETING  STRATEGY,  DAVE  CHAFFEY,  JANUARY  23,  2014  

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For Customers • Customers feel more connected, favorable, and satisfied • Customers empowered and promoters of Dominion

For Employees • Shared vision of the customer experience • Reduce redundancy of digital efforts • Help prioritize efforts to high-value projects For the Brand • Trust • Brand cohesion improves customer recall • Credit for philanthropic and community involvement

For the Shareholders • Satisfied customers cost up to 25% less to serve • Self-service has a direct impact on the bottom line • Satisfied customers customers generate up to 30% more revenue in retail and non-regulated • Utilities with higher CSAT scores have higher bond ratings • Utilities with higher CSAT scores have stronger regulatory relationships

Accenture: “Customer Centricity in Utilities” 2010  

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Here are some of the benefits our client found from having a digital strategy.

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THIS IS A STORY ABOUT COMMUNICATION

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BUT IT IS ALSO A STORY ABOUT CHANGE

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A BIT OF BACKSTORY…

Back in 2012, Corporate Communications discussed needing a strategic plan around digital communications.

A large Sitecore implementation plan provided an opportunity to add a Digital Strategy to the scope.

They knew they were on the right track because there was a strategy for social media… but there was no plan for the scope of their full digital presence (email, text, maps, location services, etc.), or where they were going in terms of strategic outcomes.  

Tuesday, September 10, 2013: Lynn Chaffin, Paige Nunn, and CapTech spun up the Digital Strategy Team workshop in One James River Plaza…  

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On September 10, 2013 CapTech began a 8 week engagement at Dominion Resources in Richmond VA to create a Digital Communications Strategy.

The team took over a conference room and this would become the Digital Strategy “war room”.

Without this level of collaboration the work simply could not have been done.

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On day one, when asked what success would look like, our client responded…

“If we can get 30% of the digital strategy in the first year done”.      

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It quickly became clear this was going to need to be Strategic, Transformational, and Operational

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With an effective digital operating model

and robust execution capabilities in place,

digital strategies can be delivered at scale

and speed, with streamlined processes and

well-defined governance.

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THE BURNING PLATFORM

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Alignment

Aligned senior management team with a digital strategy vision to serve as “True North” for customer communication efforts.

Capability Capacity Organizational Transformation

High-level strategy & preliminary roadmap for building organizational capabilities.

Organizational alignment and processes that support the desired delivery of communication efforts.

An organization capable of effectively executing against the digital strategy.

A  GUIDING  FRAMEWORK  FOR  CUSTOMER  EXPERIENCE  TRANSFORMATION-­‐MOTIV  

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Four Components of the Digital Strategy

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DIGITAL TRANSFORMATION “We need executive sponsorship from the top”.

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MULTI-CHANNEL is simply having multiple channels through which you buy, market, sell, and fulfill.

CROSS-CHANNEL has the ability to see all of a customer’s information across all channels enables more personalized offers based on their brand relationship.

OMNICHANNEL weaves all the touchpoints of the products and services of the brand into a seamless fabric of all phases of the customer’s brand experience.

GOAL

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JUMBLE OF POINT SOLUTIONS IS THE NORM Disparate vendors, disparate capabilities, different interfaces, all acquired over a long period of time.

TECH BUDGETS ARE FRAGMENTED IT, marketing, and lines of business all “share” a budget for Digital Experience (DX) tools, but a center of gravity is missing.

SILOS STILL PREDOMINATE Coherent cross-channel digital experiences? Shared customer data and unified processes in support of the customer? Not really happening yet.

SOURCE: Forrester Research: Feb. 6, 2014 Introducing Digital Customer Experience Platforms: Integrated Tools To Deliver Great Multichannel Experiences

PAIN POINTS: COMPANIES STRUGGLE TO LEVERAGE DIGITAL EXPERIENCE TOOLS

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Here’s the work we are going to walk through…

1. Research & Analysis 2. Challenges and Opportunities 3. Strategic Priorities 4. Guiding Principles 5. Outcomes 6. Determining Initiatives 7. Roadmap 8. Action Plan 9. Governance

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PHASE ONE

GATHER • Assemble core team and war room

• Set project schedule and expectations

• Refine scope of effort and approach

• Reviewed Dominion customer research

• Interview digital/customer experience executives/owners

• Document current state digital channels and capabilities

• Conducted peer/competitor review

DELIVERABLES: Working documents from above items

PHASE TWO

PHASE THREE

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PHASE ONE

ANALYZE (Making sausages – not pretty, but necessary) • Build out value proposition (Get the attention of the business)

• Review customer expectations, technology trends

• Identify internal sponsors, allies, blockers

• Identify challenge areas, barriers to success

• Define guiding principles (north star)

• Identify strategic focus areas

• Define strategic outcomes and success statements

• Brainstorm initiatives to close gaps and deliver outcomes   

DELIVERABLES: Business case, infographic, outline of strategic elements

PHASE TWO

PHASE THREE

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PHASE ONE

PLAN • Define factors critical to overall success of strategy

• Document parking lot items (critical but out of scope)

• Define digital operating model (governance)

• Finalize strategy

• Develop roadmap

• Prioritize, and map out initiatives to support roadmap

• Conduct final presentations with executive sponsors

DELIVERABLES: Final strategy, initiatives roadmap, executive presentation

PHASE TWO

PHASE THREE

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RESEARCH & ANALYSIS

Digital Strategy is the process of specifying an organization's vision, goals, opportunities and initiatives in order to maximize the business benefits of digital initiatives to the organization. These can range from an enterprise focus, which considers the broader opportunities and risks that digital potentially creates and often includes customer intelligence, collaboration, new product/market exploration, sales and service optimization, enterprise technology architectures and processes, innovation and governance; to more marketing and customer-focused efforts such as web sites, mobile, eCommerce, social, site and search engine optimization, and advertising.

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RESEARCH & ANALYSIS

DOM_DIGITAL_STRATEGY_REQUIREMENTS_FINAL.DOC  

Requirements Gathering • Stakeholder interviews • Identification of current-state digital inventory Communication and Industry Trends • Researched communication and industry trends • Aligned organizational priorities to trends Business Case • Guiding principles for Dominion’s digital strategy • Challenges and opportunities • Workshop to determine problems • Outcomes: What does success look like?

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Shareholder Responsibility Maintain our 5-6% growth strategy   Common Voice Well informed geopolitical spectrum   Customer Satisfaction Increase our favorability in the eyes of our customers Brand Satisfaction Follow the pillars of Reliability, Customer Focused and Community (Green) Budget and Technology Provide a strategy for building out digital capabilities

We conducted interviews with key 12 stakeholders about the digital strategy. These are the issues that were identified as most important.

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STRATEGIC PRIORITIES

The Strategic Priorities were elicited through Stakeholder Interviews and are the foundation of what drives Dominion Resources overarching company mission and goals.  Any initiative proposed through a Digital Strategy should align to the priorities of the company. These nine strategic priorities have been identified as the key areas of focus for the digital strategy to be successful over the course of the next five years. It is important to note that while the digital strategy is about technology, it is also very much about change management, organizational alignment, and a rededicated commitment to serving customers in ways that digital communications affords them.

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Summary of Strategic Priorities

Executive Sponsorship

Customer Experience

Brand Clarity

Community Awareness

Corporate Culture

Process

Skills

Measurement

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Senior executive management takes ownership, ensuring the digital strategy remains relevant and productive.

Customer Experience becomes a priority for the entire organization and customer engagement is measured (and increasing) and customers feel that Dominion is transparent and accessible.

Through digital channels, a strong Dominion brand is clearly articulated and reinforced over time, consistent across all digital and traditional communications.

Dominion Foundation gives over 20 million dollars a year, those stories are well-supported through digital communications and the community is well-aware of Dominion’s sponsorships and is engaged in active discussions around them.

Dominion has changed from a culture of “We can’t” to a culture of “How do we do this?”, relative to digital communications. Due to improved communication, digital initiatives are shared and coordinated.

Critical success factors and tactics for ROI on owned, earned, and paid digital initiatives established. Branding, CSO, and CC work together seamlessly (omnichannel).

Employees eagerly learn new skills required to keep pace with changing digital technologies.

All digital initiatives measure, test, an optimize their performance and there exists a unified customer-centric view that incorporates CSAT & Favorability.

Technology IT is supported and enabled to match the speed and velocity of the business and is a full partner with the business units and empowered to be proactive, not reactive.

CHALLENGES & OPPORTUNITIES After interviewing stakeholders across Dominion Resources and looking at the strategic priorities, eight challenges and opportunities presented themselves as the most important. This section represents the unique challenges and opportunities of Dominion Resources as it relates to the creation of a Digital Strategy.  By focusing on the specific needs of Dominion we are able to customize outcomes and initiatives to deliver the highest business value.

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Customer Expectations

Brand Confusion

Budgetary Considerations

Technology Considerations

Shareholder Considerations

Information Security

Considerations

Corporate Culture

Considerations

Organizational Fragmentation

CHALLENGES & OPPORTUNITIES: Surprisingly, only two are about technology

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Summary of Challenges and Opportunities

Customer Expectations

Brand Confusion

Budgetary Considerations

Technology Considerations

Shareholder Considerations

Information Security Considerations

Corporate Culture Considerations

Organizational Fragmentation

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For today’s consumers, digital technology is mainstream but oftentimes our digital capabilities are not meeting their expectations.

Dominion currently does not provide a consistent brand experience, lacking a unified visual identity and voice and is experiencing brand dilution in the marketplace due to the ubiquity of the “Dominion” name in all areas served.

Finite resources will require digital initiatives to be force-ranked in order of urgency, value to the business, and the risk of doing nothing. Additionally, there are currently very few KPI’s and measurement procedures in place that measure efficacy of communications.

There needs to be a unified, enterprise-wide view of digital initiatives to ensure efficiency and coordination of efforts and “full partner status” between IT and the business units.

Digital communications is critical to communicating well with the public to support our 5-6% growth target and shaping the conversation around Demand-Side Management (DSM) and Distributed Energy Resources (DER).

The need for Security, (network, customer data, etc.) can become a “speed bump” when considering digital communications due to cyber risks associated with most digital channels. 

While currently a monopoly, customer expectations have escalated and Dominion will need to take a more customer-centric approach. It will also be necessary for employees to have a willingness to collaborate outside of their line of business and enhance their knowledge of digital and the skills required to manage a variety of communication channels.

Organizational silos are creating redundancy of efforts and barriers to efficient implementation. Branding, Customer Service Operations, and Corporate Communications do not currently collaborate or coordinate efforts.

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GUIDING PRINCIPLES

Over the next five years we will use the following four principles to guide how we plan, make decisions, and allocate resources to deliver appropriate use of technologies. The guiding principles are based on analysis and distillation of Dominion’s strategic priorities, organizational opportunities and trends in the industry landscape.

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We view Dominion information as a resource to be made available to advance our commitment to transparency, disclosure, and engagement. We harness technology to provide easily accessible, responsive, and cost-effective services. We value, recognize, and facilitate the right of our customers to be engaged. We ensure that our customers are not unfairly disadvantaged because of the “digital divide” created by technology.

Over the next five years we will use the following principles to guide how we plan, make decisions, and allocate resources to deliver appropriate use of technologies in order to create an open, efficient Dominion Resources, that communicates well with empowered communities.

1 2 3 4

FOUR GUIDING PRINCIPLES

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OUTCOMES Outcomes represent the high-level strategic goals for the Dominion Resources Digital Strategy.  They are derived from an analysis of communication and industry trends and the alignment of those trends to Dominion’s unique challenges and priorities. Digital project initiatives should be aligned to the desired digital strategy outcomes.

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OUTCOME 1

Provide an Excellent Customer Experience

OUTCOME 2

Build Strong Brand Relationships

OUTCOME 3

Build Memorable Community Awareness

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DETERMINING INITITIATIVES Project initiatives were evaluated through peer analysis, ideation workshops, customer needs analysis and value mapping.

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Peer Comparison

Things we do that they don’t

Things they do that we don’t

Low importance to customers

Moderate importance to customers

High importance to customers

High Value

Low Value Items

PEER

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High Value

Low Value Items

COMPETITIVE_ANALYSIS_FINAL.XLSX

Peer comparison between Dominion, OG&E, FPL, PG&E, SoCal Ed, and Georgia Power can be found in this file:

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Workshop: Customer Experience

Challenges

Executive Sponsorship Governance

Future State Transition

PEOPLE

PROCESS

TOOLS

•  Not participating in some customer preferred communication channels

•  Customers don’t feel like partners

•  Little to no dialogue with customers about topics important to them

•  Not addressing the needs of a “mobile only” consumer

•  Communication initiatives aren’t tested, measured and optimized

•  No repeatable process for measuring engagement

•  Increase self-service

•  Customers feel like they are partners with Dominion

•  Customers are able to engage in a dialogue with Dominion around a variety of topics, issues and situations

•  Customers can choose which digital touch point works best for them

•  Customer engagement is measured and increasing

•  Customers feel that Dominion is transparent and accessible

•  Customers can access needed information anytime, anywhere, from any device

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Workshop: Customer Experience Process •  Enhance, expand self service portal •  Explore apps and push notification •  Expand mobile services •  Provide a consistent look and feel

across all digital channels (e.g. features)

•  Document a contact strategy •  Include promotional strategy for all

digital enhancements •  AMI outage notifications •  Explore customer service via social

media •  Develop a digital corporate giving

strategy •  Ask executives to join digital channels

(i.e. Executive tweeting, blogging) • Measurements - Measure, Test and Optimize Performance

Tools •  Digital User Experience (All) •  Responsive Design (Web & Mobile) •  Search Engine Optimization (Web) •  Refine Information Architecture

(Web) •  Personalization (All) •  Chat (Web) •  Text (Mobile, 2 way

communications) •  Email (Web and Mobile, 2 way

communications) •  Polling •  Unstructured Data Mining (All) •  Locations based services (Mobile) •  Forums •  Blogs •  Customer Preference Center •  Outbound calling •  IVR

People •  Analytical Communications

Resources •  Define digital performance

expectations •  Provide up-skilling

opportunities, training • Corporate Communications • Brand • CSO

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Initiatives were determined through the filters of the challenges and opportunities, the strategic priorities, and the desired outcomes: •  Peer Comparison •  Gap Analysis •  Persona and Customer Needs •  Ideation Workshops •  Value Mapping:

•  Level of Effort •  Customer Value weighted by Persona type •  Organizational Value

Project Initiatives Value Mapping

[Big, scary spreadsheet]

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Using Digital Profiles

AUDIENCE SEGMENT

ACTIVIST

POLICY MAKER

LOCAL GOV’T

MEDIA

EMPLOYEES

DIGITAL PROFILE

AVERAGE

MOBILE ONLY

NO DIGITAL ACCESS

OBJECTIVE

COMMUNITY AWARENESS

CUSTOMER OMNIVORE

(Select One) (Select One) (Select One)

The methodology is to select an audience segment, a digital profile, and an objective to guide the creation of a list of initiatives.

• Initiative 1

• Initiative 2

• Initiative 3

• Initiative 4

• Initiative 5

CUSTOMER EXPERIENCE

BRAND DEVELOPMENT

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ILLUSTRATIVE

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ROADMAP The Roadmap presents the recommended five-year strategic prioritization of initiatives. It’s based on the value to the organization and value to the customer. The Roadmap also takes into consideration the available resources and upcoming Sitecore implementation.

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2014 2015 2016 - 2018

 

Usability Testing (Web & Mobile)

Search Engine Optimization - Installed (Web) Search Engine Optimization - Strategy (Web)

Refine Information Architecture (Web) Personalization Installed (Rules-Based)

Social Media Campaigns

Outbound Company Email Video Strategy

Accessibility Strategy

Executive Blogs Digital Contests

Customer Feedback Capability Installed

Digital Executive Steering Committee

Digital Core Committee – Cross Company

Governance Plan

Digital Team Organizational Review Customer Advocacy

Digital Training (Sitecore) Digital Training (All Digital Tools)

Digital Measurement Scorecard Web Analytics Evaluation

Responsive Design (Web & Mobile)

Text – Outage Alerts

LEVEL OF EFFORT        

CUSTOMER EXPERIENCE BRAND CLARITY COMMUNITY AWARENESS EXECUTIVE SPONSORSHIP

Expand Mobile Strategy

Enhanced Demand Side Management Capabilities

Digital Promotions Plan Sitecore Targeted Content (Behavioral)

Contact Strategy Creative Style Guide Unstructured Data Mining

Preference Center

Location-Based Services

Forums

2014 – 2018 Roadmap

KEY:

SITECORE Components Indicated in Red

INITIATIVES REQUIRING MULTI-DISCIPLINE COLLABORATION: Branding/Philanthropy, Corporate Communication, Information Technology, Customer Service/Marketing (DEO/DVP), Operations (DEO/DVP)

• Chat • Text • Inbound Email • Outbound Email • IVR Usability Testing • Expansion of Outbound Calling

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Roadmap 2014 2015

Usability Testing Video Strategy Executive Blogs Creative Style Guide

Brand Clarity Build strong brand relationships

2016 - 2018

Community Awareness Build memorable community awareness

Usability Testing Responsive Web Design Search Engine Optimization Information Architecture Personalization Text - Outage Information Social Media Campaigns Executive Blogs Digital Contests AMI Outage Notifications Accessibility Strategy Outbound Company Email Creative Style Guide

Customer Experience Provide an excellent customer experience

Digital Promotions Plan Sitecore Targeted Content Contact Strategy Customer Advocacy

Sitecore Targeted Content Enhanced Demand Side Management Capabilities Expand Mobile Strategy Contact Strategy Customer Advocacy

Conversation Forums Preference Center Location-based Services

Conversation Forums Preference Center Location-based Services Unstructured Data Mining

Digital Promotions Plan Sitecore Targeted Content Contact Strategy Customer Advocacy

Usability Testing Social Media Campaigns Video Strategy Executive Blogs Creative Style Guide

Conversation Forums Preference Center Location-based Services

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Critical Success Factors

Cross-company digital initiatives for consideration that spans business units

•  Digital Executive Steering Committee •  Digital Core Committee - Cross Company •  Develop a governance plan (roles, responsibilities, operating model, etc.) •  Digital Team Organizational Review •  Digital Communications Change Management Plan •  Customer Advocacy campaign •  Digital Training •  Digital Measurement Scorecard •  Evaluation of web analytics investment in tools

Provide the foundation for a successful digital strategy

Critical Success Factors

Parking Lot INITIATIVES REQUIRING MULTI-DISCIPLINE COLLABORATION: Branding/Philanthropy, Corporate Communication, Information Technology, Customer Service/Marketing (DEO/DVP), Operations (DEO/DVP)

• Chat • Text • Inbound Email • Outbound Email • IVR Usability Testing • Expansion of Outbound Calling

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ACTION PLAN

The action plan represents an example delivery method for executing on an identified digital strategy initiative.

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The Action Plan: Measures of Success and Targets Through digital channels, the community is well-aware of Dominion’s sponsorships and is engaged in active discussions around them

Usage of digital channels by customers

Number of visits to websites and social media engagement

<# of visits and social media engagement>

X% increase

Overall Strategy Achievement of overall digital strategies

Percentage of project milestones completed

0% of projects completed

100% of projects completed

Build memorable community awareness.

Provide innovation spaces and facilitate learning and alliances around new and emerging technologies for the community (including business sector) to empower them to take advantage of new technologies.

Community participation in digital programs

Number of people in Dominion’s digital programs

0 digital training sessions for residential customers 0 digital training sessions for business customers

25 digital training sessions for residential customers 15 digital training sessions for business customers

OUTCOME STRATEGIES KEY INDICATOR HOW MEASURED 2013 BASELINE 2016 TARGET

OVERALL STRATEGY SUCCESS

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GOVERNANCE

Governance is important because it provides a documented plan for you and your digital team to reach stated goals, aligns activities with expectations of your digital team and stakeholders across business units, and gives direction to your digital team to satisfy customer and business needs. Governance will help you plan to meet your objectives with measurable results, which includes achieving your business objectives and satisfying your customer’s needs.

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The Governance Model Provides Necessary Structure

Meet  Content  

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Branding, Communication, & Editorial Style

General Content Guidelines

Content Types

Tasks

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Governance Does Not Equal The Org Chart

DIGITAL GOVERNANCE MODEL

ORG CHART

E  Publish  Media  

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It describes a collaborative, multi-discipline team that spans business units

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A CENTER OF EXCELLENCE is a team or an entity that provides leadership, evangelization, best practices, research, support and/or training for a focus area.

Establish a Center of Excellence A Federation of Independents Shared Strategy, Infrastructure, and Execution

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IDENTIFY CHALLENGES AND OPPORTUNITIES

EXECUTE ON DIGITAL INITIATIVES

ESTABLISH ORGANIZATIONAL PRIORITIES

DETERMINE DESIRED FUTURE STATE BUSINESS CASE

IDENTIFY DIGITAL INITIATIVES

WE ARE HERE

T H E M A K I N G O F A D I G I T A L S T R A T E G Y

T h a n k y o u . Yo u ’ r e a l l s u p e r a w e s o m e !

Bill Rattner Director, Digital Strategy

804.885.0878 brattner@captechconsulting.com

Twitter: @BillRattner