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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.
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An overview of the current digital landscape and organisations’ approaches to it
Daring to be digital
Mark Russell – Senior Consultant
A L I T T L E A B O U T U S
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.
A L I T T L E A B O U T U S
OfficesExpertsYears
25 125 7
We research our sectors
New Brand Universities Universities
Third Sector NHS
Alumni GlobalisationFinancial Services Cross- sector
Innovators2.5%
Early Adopters13.5%
Early Majority34%
Late Majority34%
Laggards16%
Keyur Patel & Mary Mccarthy | Digital Transformation, 2000
DIGITAL IS MOVING QUICKLY
Innovators2.5%
Early Adopters13.5%
Early Majority34%
Late Majority34%
Laggards16%
Keyur Patel & Mary Mccarthy | Digital Transformation, 2000
DIGITAL IS MOVING QUICKLY
TheWebsite
Webstrategy
Digitalstrategy
Digitaltransformation
WE ARE EVOLVING FROM A MARKETING CENTRICTO BUSINESS WIDE VIEW OF THE WEB
Marketing centricBusiness-wide impact
Being Digitally Reactive
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
DIGITALLY REACTIVE ITS ABOUT PEOPLE
Increase conversions by 10%
Increase conversions by 20%
We should maybe consider video for insight pieces etc. People will watch them on the train.
A Professional Services client
DIGITALLY REACTIVE USING RICH MEDIA
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
DIGITALLY REACTIVE BEING SOCIAL
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
DIGITALLY REACTIVEGOING MOBILE
Choose your route
Being Digitally Strategic
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
DIGITALLY STRATEGICUNDERSTANDING A DIGITAL JOURNEY
Jason’s story
38
38
An engagement journey
Being Digitally Transformational
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
THE DIGITAL CAMPUS ADDRESSING AN AGE OLD PROBLEM
AN OLD PROBLEM – MAINTAINING A RELATIONSHIP
AN OLD PROBLEM – MAINTAINING A RELATIONSHIP
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 thattranscends traditional boundaries of a university (company).
A SINGLE ONLINE ENVIRONMENT
Promoting Engaging Supporting Connecting Retaining
PROSPECT LEARNER PROFESSIONAL ADVOCATE
A SINGLE ONLINE ENVIRONMENT
PROSPECT
A SINGLE ONLINE ENVIRONMENT
LEARNER
A SINGLE ONLINE ENVIRONMENT
PROFESSIONAL
A SINGLE ONLINE ENVIRONMENT
ADVOCATE
A SINGLE ONLINE ENVIRONMENT
ADVOCATE
Making it happen effectively
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
ENABLER 1.
SENIOR SPONSORSHIP & CENTRALISED INVESTMENT
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
ENABLER 2.
A CROSS-DEPARTMENTAL DIGITAL EXECUTIVE
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
ENABLER 3.
A TECHNOLOGICAL PLATFORM AND ROADMAP
CONSIDERATIONS
Think big
Start smallAct quickly
Questions?
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