Mobile and Social have been hot topics of discussion over the past several years but not very well understood by most organizations. With 130M idevices sold worldwide, 300,000 native iPhone applications created, more than 7B downloads by Q3 2010 and with the market research firm Nielsen projecting the US smartphone penetration to be over 50% by 2011, it is not surprising that many organizations are gravitating towards creating iPhone and other mobile device based applications. In addition, the relatively low cost of entry into the mobile device app market has encouraged organizations to develop such applications just for the sake of getting themselves a mobile presence. However, without a holistic understanding of how the apps would integrate into the organization’s business functions and goals, companies are unable to establish or generate a measurable ROI such as building and sustaining a community or customer relationship, improving customer loyalty, increasing revenue or decreasing cost. Without a clear strategy in place defining how to leverage the mobile, social and digital channels to meet business goals, confusing or even conflicting directions arise within an organization that will eventually lead to disenchantment with these critically important communication vehicles.
Prior to creating the first iPhone application, enlisting fans for a Facebook page or responding to users on Twitter, brands should consider holistically understanding the dependencies between the mobile, social and digital channels as well as key considerations for each of these distinct channels.
Developing an integrated multi-channel strategy which ties back to business goals and considering mobile, social and digital as key customer interaction channels are critical steps in developing a holistic approach to understand a client’s business functions and goals.
When implemented correctly, an integrated multi-channel strategy can provide a 360 degree view of the customer, create a consistent customer experience and leverage business rules and processes across channels, which are all imperative to building customer relationships and meeting business objectives.
An integrated multi-channel strategy which ties back to business objectives provides an over-arching framework to drive a consistent approach for implementing mobile, social and digital initiatives within an organization. It creates a shared vision and common language among the stakeholders.
A ‘top-down and bottom-up’ approach is used to implement the integrated multi-channel strategy. The top-down component focuses on interviewing stakeholders to evaluate the maturity of each of the dimensions in the hub-and-spoke diagram (above) using a maturity model, conducting a gap analysis between the current and desired maturity levels, prioritizing capabilities on a prioritization matrix and finally creating an actionable roadmap. The bottom-up approach relies on deriving analytics-focused business insights using structured and unstructured data.
Create a Maturity Model
Within an organization different channels could be at different levels of maturity however they all play a critical role in holistically implementing the integrated multi-channel strategy for the organization.
A maturity model should be created for each of the dimensions in the hub-and-spoke diagram to clearly evaluate an organization’s current and desired maturity level for that dimension. The key practices defined for each of the maturity levels provide an objective criteria to assess an organization’s maturity level for that dimension.
– Maturity Level 0, Limited Presence: Organizations at maturity level 0 are characterized with limited mobile, social and digital presence. These channels are not considered core to the business and need for a better solution is not acknowledged by the organization.
– Maturity Level 1, Reactive and Experimental: Organizations at maturity level 1 are characterized by the business reacting to external pressures. The need for improvement is acknowledged and pilot implementations exist but overall vision is absent.
– Maturity Level 2, Defined and Repeated: Organizations at maturity level 2 are characterized by mobile, social and digital being considered core customer interaction channels and a global vision drives investment in these channels.
– Maturity Level 3, Managed and Measured: Organizations at maturity level 3 are characterized by a seamlessly integrated channel experience and mobile capabilities expanding beyond implementing the core business capabilities.
– Maturity Level 4, Optimization and Innovation: Organizations at maturity level 4 are characterized by a rich, dynamic, seamless channel experience where continuous improvement and optimization becomes the focus and capabilities drive deeper efficiencies and innovation.
Create a Prioritization Matrix
Analyzing a brand’s current and desired maturity level is the first step towards performing a Gap Analysis which identifies capabilities of interest required to close the gap between the current and desired maturity levels. These capabilities then need to be prioritized using a Prioritization Matrix across several dimensions such as risk, effort, implementation complexity and business impact.
Create a Roadmap
Areas of interest prioritized on the prioritization matrix serve as input to create an actionable roadmap showing project dependencies and estimated timeframes for long-term and short-term projects with a focus on incrementally deploying capabilities within the organization.
Derive Analytics-Focused Business Insights
Analytics-focused business insights provide direction on how to refine the implementation strategy to meet business objectives. Business insights can be derived from structured data (data stored in a structured format such as web logs or databases) as well as unstructured data (data collected via comments, reviews and the social channel). With the correct tools, processes and infrastructure in place, this data can be analyzed to draw business insights such as top selling products, top revenue producing search terms and provide real-time predictive analysis.
Pingback: What makes a good digital strategy? « Most things digital