Science of Nurture Exercise Session 3 Module 5. 2 Session Three: Defining Content and Asset Needs Exercise

Science of NurtureExerciseSession 3Module 5

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Session Three: Defining Content and Asset Needs Exercise

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Module 5 – Exercise – Filling the asset gaps

• Write a Content Brief for missing content, based on your Nurture Worksheet

• You’ll need to use the standard Content Brief

• For the purpose of this exercise, we’re illustrating select portions of the document using the Nurture Worksheet, Persona and Planning for Interactions (this will be on the program guidance hubs in Q4/Q1), not deliverable due dates and other information normally included

Planning for Interactions Persona

Nurture Worksheet

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Identify where the Asset gaps are on the Nurture Worksheet

BQD Make the Case Collaborate with Experts

Buyer Journey

Learn Solve Compare Purchase

Hurdles

L1: Pressured by senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities

L2: Views himself as a marketer, not an expert in data security or technology solutions

L3: No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice

S1: Problems are ambiguous and require input from multiple stakeholders within the company

S2: Unaware of technological developments and tends to choose tools he’s already familiar with

S3: As a Vice President, he is expected to develop his own structured problem solving system and lacks guidance

S4: Limited financial resources and overloaded schedule

C1: Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements

C2: Distrusts salespeople and prefers objective commentary by third-party experts or customizable reviews

C3: Needs data that makes the business case for the product by demonstrating potential impact on margins

P1: Each procurement proposal requires a formal business case

P2: Must build support from other internal stakeholders

P3: Proposal review committee meets quarterly, so proposals rarely maintain momentum

FormatComparative literature, reviews / ratings, online demos, videos, Web-based events, white papers

Case studies, Web-based events,white papers

Comparative literature, online demos, product trial

Case studies, comparative literature, reviews/ratings, online demos, product trial, videos

Interaction

Community sites, direct mail, industry analyst firms, industry news Websites, industry trade shows or conferences, newsletters, online advertising, peers and colleagues (WOM), social media

Industry analyst firms, peers and colleagues (WOM), searches

Industry analyst firms, industry trade shows or conferences, peers and colleagues (WOM), sales presentations, searches, vendor Websites

Community sites, peers and colleagues (WOM)

Asset

L1. The Interactive Marketing eBook

L2. 11 Key Marketing Trends for 2011 (video & white paper)

L3. NEW CONTENT (To be developed)

S1. NEW CONTENT (To be developed)

S2. Managing Marketing Change and Complexity – Successful New Strategies for CMOs

S3. IBM Coremetrics Benchmark


C1. "Sirius Decisions Vendor profile Unica“

C1. IHG Video Case Study

C2. Gartner Magic Quadrant for CRM Multichannel Campaign Management

C2. The Forrester Wave™: Cross-Interaction Method Campaign Management, Q4 2009

C2. "The Forrester Wave™: Web Analytics, Q4 2011”

C3. "Forrester Marketing Technology Adoption 2011”

P1. Case Study: How SNS Bank PutThe Web at the Heart of its NewMultichannel Strategy

P2. NEW CONTENT (To be developed)


Here is one gap – we can see there are three hurdles…

Here is one gap – we can see there are three hurdles…

…but we only have one asset mapped to just one of the hurdles

…but we only have one asset mapped to just one of the hurdles

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Decide which hurdle to develop asset(s) for


Buyer Journey


Hurdles


















Interaction





Asset

















…therefore we develop content for the

second hurdle(or third hurdle)

…therefore we develop content for the

second hurdle(or third hurdle)

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Program Smarter Commerce Market Campaign Enterprise Market Management

Campaign Objective6% of the overall Smarter Commerce objective

Sales PlayUsing benchmarking as a competitive advantage for Web analytics

Target Audience (Roles)

VP Marketing Industries Retail

Customer NeedListen to all the information provided by their customers and prospects – both explicit and implicit, across all channels

Using the Nurture Worksheet, what information do you include in the “Overview” section of the Content Brief? Choose all that apply

1. OVERVIEW What is the communication objective? What is the Subject matter

Program, offering Product or product family Solution Thought leadership or other

Suggested title Is there any CIM work to reference What benefits are we trying to deliver in the title?

Length Time (video) Page length (brochure, whitepaper) Interactivity level (demos)

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The next step is to find the correct format


Buyer Journey


Hurdles


















Interaction





Asset

















Define the formatDefine the format

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2. WHAT TYPE OF ASSET(s) NEED TO BE DEVELOPED? Select only one. For asset type descriptions and standards, please visit http://w3-03.ibm.com/marketing/dist/ce_standards.html Brochure Case Study Catalog Data Sheet e-Book/Booklet/Interactive PDF FAQ Flash/Video Flyer Folder Guide (Buyers/Sales/Product Guide) Newsletter

Papers and Reports Poster Presentation Rate Card Sales Kit Sales Play Solutions brief Web-only content White Paper (Technical) White Paper (Thought Leadership) White Paper (Executive Summary) Other, specify:

Using the Persona, which Formats would you select in the “What type of asset needs to be developed” section of the Content Brief? Choose all that apply

Purchase









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Next we have to locate information for our target audience. Where do we locate this?

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FORMAT

Learn

Solve

Compare

Purchase

Case studies

Comparative literature

Reviews/ratings

Online demos

Product trial

Videos

Web-based events

White papers

INTERACTION

Learn

Solve

Compare

Purchase

Community sites

Direct mail

Industry analyst firms

Trade shows/conferences

Newsletters

Online advertising

Peers and colleagues

Press advertising

Sales calls

Sales presentations

Web searches

Social media

Vendor Websites

Websites

DOUG BARESITitle: VP of MarketingIndustry: RetailCompany Size: Midsize International

More than 3/4 of respondents say that peers influence their purchase decisions, more than any other media or information source.

Doug works for a hard-goods retailer based in the United States. The company launched an e-commerce site through a platform two years ago, and now there is pressure from senior management to drive revenue from the data the loyalty program collects. There has also been discussion of how the company should address the growing mobile shopping trend.

Doug’s role as VP of Marketing ranges from strategic partnerships to supporting the real estate team, and from loyalty programs to traditional marketing communications. His two main objectives are to grow the revenue of the company and improve the performance of brand metrics.

Doug reports to the CMO and works across several business units. He studied communications at Ohio State University and later received an MBA in Marketing from Butler University.

Roles Relationship with IBM• Currently, Doug does not interface with IBM directly• Members of other teams do work with IBM SPSS for business analytics

Key SitesGoogle Reader Site, App Daily; monitors industry news, personal interests

Bloomberg SiteDaily; reviews economic news and forecasts

Gizmodo SiteDaily; monitors industry news

NRF Emails Daily; monitors industry news

Industry EventsYearly; industry trends, networks with peers

Facebook Site, AppDaily; personal use, alumni network

LinkedIn SiteVisits irregularly; Networking

DevicesiPhone Personal use BlackBerry Work use, mostly emailiPad Shared family item, mostly for video

InfluencersC-Suite executives, industry peers, peers in Sales vertical, industry thought leaders, third-partyanalysts – professional or academic, partner organizations, government regulators

51% of respondents report usage of Web searches in the Learn stage, but only 25% do in the Purchase stage.

“

“

The most reported channels for the Purchase stage are supplier Websites (45%) and word of mouth (40%).

“

Hurdles (continued)

Solve• Problems are ambiguous and require input from

multiple internal stakeholders

• Unaware of technological developments and tends to choose tools he already knows

• As a Vice President, he is expected to develop his own structured problem-solving system and lacks guidance

• Limited financial resources and overloaded schedule

Compare• Because solution providers provide product

information in different units and formats, he has difficulty comparing products to each other and against his list of requirements

• Distrusts Salespeople and prefers objective commentary by third-party experts or customizable reviews

• Needs data that makes the business case for the product by demonstrating potential impact on margins

Purchase• Each procurement proposal requires a formal

business case

• Must build support from other internal stakeholders

• Proposal review committee meets quarterly, so proposals rarely maintain momentum

Customer Needs• Increased client expectations for relevant and

consistent service

• Redefine client value

• Managing across digital and physical supply chains

• Significant risk, security, compliance and privacy concerns

• Industry disruption from new competitors

HurdlesLearn• Pressured from senior management to stay ahead of

industry trends and act as subject matter expert on relevant information, in addition to other responsibilities

• Views himself as a marketer, not an expert in data security or technology solutions

• No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice

KEY

(importance of) High Medium Low

It is located in the Persona. Which role and industry would you select in the “What are the primary roles we are targeting?” Choose the audience that applies.

It is located in the Persona. Which role and industry would you select in the “What are the primary roles we are targeting?” Choose the audience that applies.

3. WHAT ARE THE PRIMARY ROLES WE ARE TARGETING?Who will be reading or viewing this deliverable? What are the titles/job roles for each category of decision maker? Select all categories and relevant job titles that apply

What is the Business Size?

Please indicate Category: Line of business

Please indicate Titles/Job roles: Company leadersChief Marketing Officer

Who will be using this deliverable or group of deliverables? Marketing delivered via tacticIBM Sales representatives

What is the target industry or cross industry focus? Cross Industry

”

”

”

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Next, determine which of the 3 reference documents to use when completing the following areas of the Content Brief

4. WHAT DO WE WANT THE ASSET TO COMMUNICATE? Complete this section for ALL asset types. Who are we trying to influence and at what stage of the Buyer Journey are they?

What are their current perspectives/beliefs? What hurdles do they face? What pain point are we addressing? What interaction methods and formats do they prefer? What do we want our audience to believe after reading this material?

Considering what we want our audience to believe, what are the outcomes that will matter most to them?

What are the business benefits, and how can they be achieved? How do we prove it?

What evidence/expertise can we provide to make the case for IBM vs. the competition and compel our target audience to act now?

What call to action would you like to use to drive the desired next action from the target audience? (This is usually an ibm.com web page with a vanity URL)

Nurture Worksheet

Planning for Interactions

Persona

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We use all 3 reference documents for different questions in this section of the Content Brief


Nurture Worksheet

What are their current perspectives/beliefs? Persona / Nurture Worksheet What hurdles do they face? Nurture Worksheet What pain point are we addressing? Nurture Worksheet What interaction methods and formats do they prefer? Persona What do we want our audience to believe after reading this material?

We want them to be able to respond to the specific hurdles


Persona






Nurture Worksheet


Persona

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For the next section of the brief, we’ll need to select the appropriate hurdles.


Buyer Journey


Hurdles


















Interaction





Asset

















Select the hurdles to use

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Purchase









We can use the hurdles to complete information on the shared agenda

Understand the client’s hurdles within this stage,

then apply this knowledge to the brief


What are their current perspectives/beliefs? What hurdles do they face? Insert the relevant hurdles here What pain point are we addressing? What interaction methods and formats do they prefer? What do we want our audience to believe after reading this material?

We want them to be able to respond to the specific hurdles





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FORMAT

Learn

Solve

Compare

Purchase

Case studies

Comparative literature

Reviews/ratings

Online demos

Product trial

Videos

Web-based events

White papers

INTERACTION

Learn

Solve

Compare

Purchase

Community sites

Direct mail

Industry analyst firms

Trade shows/conferences

Newsletters

Online advertising

Peers and colleagues

Press advertising

Sales calls

Sales presentations

Web searches

Social media

Vendor Websites

Websites

DOUG BARESITitle: VP of MarketingIndustry: RetailCompany Size: Midsize International

More than 3/4 of respondents say that peers influence their purchase decisions, more than any other media or information source.

Key SitesGoogle Reader Site, App Daily; monitors industry news, personal interests

Bloomberg SiteDaily; reviews economic news and forecasts

Gizmodo SiteDaily; monitors industry news

NRF Emails Daily; monitors industry news

Industry EventsYearly; industry trends, networks with peers

Facebook Site, AppDaily; personal use, alumni network

LinkedIn SiteVisits irregularly; Networking

DevicesiPhone Personal use BlackBerry Work use, mostly emailiPad Shared family item, mostly for video

InfluencersC-Suite executives, industry peers, peers in Sales vertical, industry thought leaders, third-partyanalysts – professional or academic, partner organizations, government regulators

51% of respondents report usage of Web searches in the Learn stage, but only 25% do in the Purchase stage.

”“

”“

The most reported channels for the Purchase stage are supplier Websites (45%) and word of mouth (40%). ”

“

Hurdles (continued)

Solve• Problems are ambiguous and require input from

multiple internal stakeholders

• Unaware of technological developments and tends to choose tools he already knows

• As a Vice President, he is expected to develop his own structured problem-solving system and lacks guidance

• Limited financial resources and overloaded schedule

Compare• Because solution providers provide product

information in different units and formats, he has difficulty comparing products to each other and against his list of requirements

• Distrusts Salespeople and prefers objective commentary by third-party experts or customizable reviews

• Needs data that makes the business case for the product by demonstrating potential impact on margins

Purchase• Each procurement proposal requires a formal

business case

• Must build support from other internal stakeholders

• Proposal review committee meets quarterly, so proposals rarely maintain momentum

Customer Needs• Increased client expectations for relevant and

consistent service

• Redefine client value

• Managing across digital and physical supply chains

• Significant risk, security, compliance and privacy concerns

• Industry disruption from new competitors

HurdlesLearn• Pressured from senior management to stay ahead of

industry trends and act as subject matter expert on relevant information, in addition to other responsibilities

• Views himself as a marketer, not an expert in data security or technology solutions

• No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice

KEY

(importance of) High Medium Low

Doug works for a hard-goods retailer based in the United States. The company launched an e-commerce site through a platform two years ago, and now there is pressure from senior management to drive revenue from the data the loyalty program collects. There has also been discussion of how the company should address the growing mobile shopping trend.

Doug’s role as VP of Marketing ranges from strategic partnerships to supporting the real estate team, and from loyalty programs to traditional marketing communications. His two main objectives are to grow the revenue of the company and improve the performance of brand metrics.

Doug reports to the CMO and works across several business units. He studied communications at Ohio State University and later received an MBA in Marketing from Butler University.

Roles Relationship with IBM• Currently, Doug does not interface with IBM directly• Members of other teams do work with IBM SPSS for business analytics

For the next section, we can use the Customer Needs from our Persona to indicate what outcomes matter most to the target audience.

4. WHAT DO WE WANT THE ASSET TO COMMUNICATE?Complete this section for ALL asset types.

Who are we trying to influence and at what stage of the Buyer Journey are they?

What are their current perspectives/beliefs?

What hurdles do they face?

What pain point are we addressing?

What interaction methods and formats do they prefer?

What do we want our audience to believe after reading this material?


Customer Needs from Persona go here

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Completing the “Thought Leadership” part of the Content Brief, which reference documents apply?

5. THOUGHT LEADERSHIP: ADDITIONAL BACKGROUND Please complete the additional information below if your asset type is a Case Study, eBook/Booklet, Brochure, Thought Leadership Whitepaper or Executive Summary Whitepaper. What is the thought leadership, POV or best practice that you want to demonstrate to readers?

Here?

How will this be demonstrated? What is the POV, or the “angle” that the writer should take in developing this topic?

Here?

What is the one essential thought or message that the audience should walk away with after reading this deliverable?

What are the key points, topics or issues to be addressed? If you were writing only the table of contents for this paper, what would the entries in the table of contents be?

Here?

What compelling statistics can be used to reinforce the deliverable message? Please provide full citation/source information for each quantifiable claim.

Here?

Would you like to use any analyst quotes? If so, please provide a copy of the full report and seek approval to use.

What customer examples or quotes can we use? Please provide internal/external URLs to websites or other supporting information that will be useful background reading for the writer.

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Again, all of the 3 reference document used so far for the earlier sections of the Content Brief

5. THOUGHT LEADERSHIP: ADDITIONAL BACKGROUND Please complete the additional information below if your asset type is a Case Study, eBook/Booklet, Brochure, Thought Leadership Whitepaper or Executive Summary Whitepaper. What is the thought leadership, POV or best practice that you want to demonstrate to readers?

Nurture Worksheet

How will this be demonstrated? What is the POV, or the “angle” that the writer should take in developing this topic?

Persona and Nurture Worksheet

What is the one essential thought or message that the audience should walk away with after reading this deliverable?

What are the key points, topics or issues to be addressed? If you were writing only the table of contents for this paper, what would the entries in the table of contents be?

Nurture Worksheet

What compelling statistics can be used to reinforce the deliverable message? Please provide full citation/source information for each quantifiable claim.


Would you like to use any analyst quotes? If so, please provide a copy of the full report and seek approval to use.

What customer examples or quotes can we use? Please provide internal/external URLs to web sites or other supporting information that will be useful background reading for the writer.

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Module 5 – Exercise recap

• You have now filled in the sections of a Content Brief with information from a Nurture Worksheet and Persona

• You are now ready to move on to Module 7: Scoring

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Exercise 2

• Mimic the Brand Quality Training exercises for evaluation of work in the workshop

Documents

Science of Nurture Exercise Session 3 Module 5. 2 Session Three: Defining Content and Asset Needs Exercise