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Experiential Planning Workbook Project: Date:

Experiential Planning Workbook Project: Date:. Scoping. Scoring. Tracking. 1 = not at all. 5 = fully. Discover. Discover. Discover. Think like the CEO. 1 = not at all. 5 = fully. 1 = not at all. 5 = fully. 1. 1. 1. 2. 2. 2. 3. 3. 3. 4. 4. 4. 5. 5. 5. Battlefield.

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Experiential Planning Workbook Project: Date:

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  1. Experiential Planning WorkbookProject: Date:

  2. Scoping Scoring Tracking 1 = not at all 5 = fully Discover Discover Discover Think like the CEO 1 = not at all 5 = fully 1 = not at all 5 = fully 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 Battlefield Plan Plan Brand exp audit Plan Innovate Innovate Persona Touchpoint audit Activate Activate Measurement plan Innovate Valuweight Optimise Optimise Touchpoint design Message map Activate On-plan Overall ExP rating Contd. Exp focus Optimise Data gathering Report & index Data-led advice ExP potential Scorecard Experiential Planning scorecard

  3. Discover | Think like a CEO 1/5 Think like a CEO - What are the company’s goals at the highest level (A1) What are the overall business goals, purpose, vision etc Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . Lead the market by offering the best virtualization solutions. Set the virtualization agenda through thought leadership (A2) Why has this not yet been achieved already? What are the biggest barriers? Company is successful and growing at an exponential rate. In the market region, The event is a new (introduced in 2008) and important platform for achieving these aims; this needs to grow in terms of reach and impact. Competitors are catching up fast and will soon threaten the companies lead. (A3) Background information / quotes / research etc Add text

  4. Discover | Think like a CEO 2/5 Think like a CEO - What is the positioning and direction for the brand • (B1) What are the company’s objectives for the brand? Begin collecting visual materials, including examples of brand expression, colours etc In some cases, particularly brand inside, we may need to replace ‘brand’ with a relevant element such as ‘business growth plan’ or other factor that is behaving like a brand internally. Add text Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . (B2) How is the brand currently defined and how is it differentiated from competitors? Add text (B3) Is the brand idea and promise aligned with the company’s longer term goals? Add text

  5. Discover | Think like a CEO 3/5 Think like a CEO - Which stakeholders most influence the brand’s success • (C1) Who are the brand’s key stakeholders? Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . Add text (C2) What is the brand promise to each stakeholder group? Add text (C3) What does the brand promise stand for in their minds? Add text

  6. Discover | Think like a CEO 4/5 Think like a CEO - What’s the current engagement landscape • (D1) What touchpoints connect the brand to its key stakeholders? Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . Add text (D2) What is the current communications strategy / plan for the brand? Add text

  7. Discover | Think like a CEO 5/5 Think like a CEO - What’s competitive environment • (E1) How is the brand currently performing? Notes . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . Add text (E2) Define the brand’s enemies. What are they doing better? Add text (E3) What is happening in the category that we need to shake up? Add text

  8. + . . . . . . . . . . . - + . . . . . . . . . . - Discover | Battlefield Battlefield grid - template Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Our Client Competitors

  9. 10 variable #8 variable #1 9 8 7 6 5 variable #7 variable #2 4 3 2 1 variable #6 variable #3 variable #5 variable #4 Discover | Battlefield Battlefield compass - template Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Our Client Competitors

  10. + . . . . . . . . . . . - + . . . . . . . . . . - Discover | Battlefield Battlefield grid - example Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Our Client Competitors

  11. 10 variable #8 variable #1 9 8 7 6 5 variable #7 variable #2 4 3 2 1 variable #6 variable #3 variable #5 variable #4 Discover | Battlefield Battlefield compass - example Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Our Client Competitors

  12. Discover | Brand Experience Audit The Brand Experience audit About the audit This activity is designed to explore the positives and negatives of the existing touchpoints with various stakeholders. Note: The five ‘principles’ recur throughout the process. So, although the language of the principles (for example “create experiences that ignite advocacy”) appears taken literally to be referring to what we will do, at this stage we are still looking at what already exists or what is already defined. Here the principles define the questions we need to ask about the current state: 1) Be clear on your brand promise Do you have clarity around the brand promise? 2) Translate your promise into behaviour (To what extent) is the brand delivering the promise at every critical touchpoint? 3) Cultivate your passionates Who are the most influential stakeholders? 4) Create experiences that ignite advocacy Does the current brand experience engage the in the desired way? And does it drive the right actions? 5) Gauge the impact How do you measure the results currently? Where some of these elements are not fully developed, it may be necessary to work with the client to arrive at an agreed definition. During this phase, direct evidence from the client can be supplemented with additional research – both secondary desk research and any specific primary we find appropriate. As with ‘Think like the CEO’ it is important to remember that here we are looking at the current brand status. We are not, at this point, interested in the potential solutions. Background reference Above is the relevant frame from the original Experiential Planning PowerPoint

  13. Discover | Brand Experience Audit | Brand promise Brand promise - template the brand promise is . . . Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . “. . . . . . . . . .”

  14. Discover | Brand Experience Audit | Touchpoints Touchpoint map - template 1 2 3 4 5 6 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

  15. . . . . . . . . . . . . . . . . . . Performance + Importance + - - Discover | Brand Experience Audit | Touchpoints Touchpoint analysis - template Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 3 4 5 6

  16. 6 5 3 1 2 4 1 3 3 1 3 2 1 Discover | Brand Experience Audit | Touchpoints Touchpoint map - example 1 2 3 4 5 6 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Touchpoint description here etc. Touchpoint description here

  17. . . . . . . . . . . . . . . . Touchpoint notes here 5 2 Performance + 1 Importance + - 3 4 6 - Discover | Brand Experience Audit | Touchpoints Touchpoint analysis - example Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 3 4 5 6

  18. Discover | Brand Experience Audit | Passionates Passionates What are their current attitudes and behaviours • Who are your most important stakeholders? Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Add text Add text What are their most important brand touchpoints? What are their passions? Add text Add text Who do they influence? Add text

  19. Discover | Brand Experience Audit | Experience Step 4 experience What engages them? (specific to this brand or business idea / or generally) What action do we want them to take? What change do we want to achieve in their perceptions? Add text Add text Passionates Most influential stakeholders Add text . . . . . What action currently results? What change, if any, is achieved by the existing experience? How well does the current brand experience engage them (what characterizes it ) and how well does express the brand promise? Add text Add text

  20. Discover | Brand Experience Audit | Experience Step 4 experience What engages them? (specific to this brand or business idea / or generally) Add text Passionates Most influential stakeholders Add text . . . . . How well does the current brand experience engage them (what characterizes it) and how well does express the brand promise? Add text

  21. Discover | Brand Experience Audit | Experience Step 4 experience What action do we want them to take? What change do we want to achieve in their perceptions? Add text Passionates Most influential stakeholders Add text . . . . . What action currently results? What change, if any, is achieved by existing experience? Add text

  22. passionates engagement action Discover | Brand Experience Audit | Evaluation Step 5 evaluation Reaching the right influencers – measurement techniques and results now: Creating the right engagement – measurement techniques and results now: Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Add text Add text Evaluating ROE – measurement criteria and results now: Evaluating ROI – measurement criteria and results now: Add text Add text Stimulating the right action – measurement techniques and results now Add text

  23. Discover | Opportunity Opportunity brief 1) What is the opportunity? 7) Who are we trying to reach? Add text Add text 2) What is the business goal and objective? 8) What are their attitudes towards the brand? Add text Add text 3) What are the features & benefits of the brand/service? 9) What insight are we trying to instill in them? Add text Add text 4) What is the brand idea, promise and personality? 10) What action do we want them to take? Add text Add text 5) What are the brand’s opportunities &challenges? 11) What touchpoints are most critical to them? Add text Add text 6) What do we need to know about the category? 12) What is the timeframe, geog scope and budget? Add text Add text 13) What does success look like? What KPIs exist? Add text

  24. plan Experiential insights • Stakeholder definition • Touchpoint mapping • Success criteria definition • Measurement planning • Brand insight • Tools • Persona • Touchpoint Audit • Measurement Plan ExperientialPlatform Plan | Introduction The plan stage

  25. Plan | Passionates persona Passionates persona: Who they are and what they do that’s relevant to the brand or organisation Notes that bring to life the persona of this important stakeholder pic Add text What they think and feel now An insight into the way they would express their relationship to the brand, the product category or the organisation involved Add text

  26. Plan | Passionates persona Passionates persona. Example: Dani – Local Branch Manager. Who they are and what they do that’s relevant to the brand or organisation Notes that bring to life the persona of this important stakeholder Dani is 29 and she’s been with Abbey for 4 years. She’s recently become a manager. She’s eager to advance her career and she is keen to see the new systems being fully operational. But she feels that if she is too keen on the new systems some of her staff will see her as just a corporate mouthpiece. They’ve all heard horror stories and she finds it hard to keep taking the company line that everything will be alright soon. What they think and feel now An insight into the way they would express their relationship to the brand, the product category or the organisation involved “We’re supposed to be a top bank but many of our ways of doing things are old fashioned. Even though we’re now introducing modern systems that make it easier to sell-up, and no one seems to like the idea actually ‘selling’ our services – it’s crazy, you’d think we were still in the eighties.”

  27. Plan | Touchpoint Plan Touchpoint Plan: Best experience 5 8 Breakouts & Labs 9 Party 10 Logistics & delegate management 4 Revenue generation General Sessions 2 6 7 On-line experience Solutions Exchange 1 Networking 3 Branding & application Venue usage & pathfinding Neutral

  28. Plan | Touchpoint Plan Touchpoint Plan: Best experience 5 8 Breakouts & Labs 9 Party 10 Logistics & delegate management 4 Revenue generation General Sessions 2 6 7 On-line experience Solutions Exchange 1 Networking 3 Branding & application Venue usage & pathfinding Neutral

  29. Plan | Touchpoint Plan Touchpoint Plan . Example: Mapping the existing experience Love the brand Decide to purchase the product Great functionality and easy operation 8 2 7 Easy to get started with product Great packaging on arrival Good product upgrades 6 4 1 Engage with the brand promotion Neutral about the brand 6 Poor information about accessories 5 3 Over complex instructions Disappointing purchase process Hate the brand

  30. Plan | Touchpoint Plan Touchpoint Plan . Example: Mapping the potential improved experience Love the brand Improved and new Touchpoints ImprovedTouchpoints 3 2 1 Neutral about the brand Touchpoints identified for most important improvement Touchpoints identified for most important improvement Touchpoints identified for most important improvement Hate the brand

  31. Plan | Measurement Plan Measurement Plan:

  32. Plan | Measurement Plan Measurement Plan. Example:

  33. 5) What touchpoints are we creating to connect to the Passionates? Explain and prioritize the touchpoints we need to deliver. (Include ref Touchpoint Map) 1) What do we know about the brand? The essential info that the team needs to know. (Include reference to Battlefield) 7) What brand benefits are key to igniting/leveraging passionism? The brand tangible and intangible elements identified as being key to “brand love” 2) What business challenge are we helping the brand to solve? The business issue we will help alleviate. 3) Who are the Passionates we want to engage with it? Who they are, especially their passions and behaviors. (Include reference to Persona) 8) What are criteria for success? How we will prove the impact of what we’re creating. (Include ref to Measurement Plan) Add text Add text Add text Add text Add text Add text 6) What tone and senses should the experiences have? Add text Plan | Experiential Platform Experiential Platform 4) What’s the key insight? A unique and ownable idea based on insights into the brand and Passionates. It’s the guiding principle that underpins the brand experience. Add text

  34. innovate Idea generationand testing • Creative concepts and solutions • Touchpoint framework • Experiential planning • Channel selection • Feasibility analysis • Tools • Valuweight Proposal / Blueprint Innovate | Introduction The innovate stage

  35. Innovate | Valuweight Valuweight – creating a path to passionate engagement Desired outcomes Experiences Example 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low

  36. Innovate | Valuweight Valuweight. Example: defining criteria and evaluating experiences Desired outcomes Experiences Example 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low

  37. Innovate | Valuweight Valuweight. Example: analyzing the balance and cumulative effect Desired outcomes Experiences Example 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low

  38. Innovate | Valuweight Valuweight. Example: Evaluating each experience Desired outcomes Experiences Example 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low

  39. Innovate | Valuweight Valuweight. Example: Projecting level of delivery for each criteria Desired outcomes Experiences 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low

  40. activate Focused solutiondevelopment & implementation • Development of detailed plans • Scope definition, budget management and resource planning • Management and creative leadership of deliverables • Deploymentof measurement Delivery, debrief & Scorecard Activate | Introduction The activate stage • Add pages with images, grabs, copy or bullet points and graphics to this section, based on your evaluation of the project against the original experiential platform. This can include summaries of the final creative concepts, event delivery plans, scope of work and outline budgets. • Provide a critique of the alignment of the final activation with the original aims and plans.

  41. optimise Measurement analysis and interpretation • Measurement management • Evaluation resources • Data analysis & interpretation • Reporting • Insights, learning and action planning Report &On-goingadvice Optimise | Introduction The optimise stage • Add pages with images, grabs, copy or bullet points and graphics to this section, based on your evaluation and reporting work. This can include summaries of reports and critical data. • Wherever possible, include the practical onward advice that was provided to the client. • Copy in the final Experiential Planning scorecard and add some notes about the outcomes, compared with the objectives.

  42. Plan | Measurement Plan Engagement 3D evaluator:

  43. Plan | Measurement Plan Engagement 3D evaluator:

  44. Plan | Measurement Plan Engagement 3D evaluator: Our perceptions and observations Client perceptions and observations Stakeholder measurementsummary Achieving the desired actions Achieving the desired change in mindset Engaging them effectively Reaching the right potential passionates

  45. Scoping Scoring Tracking 1 = not at all 5 = fully Discover Discover Discover Think like the CEO 1 = not at all 5 = fully 1 = not at all 5 = fully 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 Battlefield Plan Plan Brand exp audit Plan Innovate Innovate Persona Touchpoint audit Activate Activate Measurement plan Innovate Valuweight Optimise Optimise Touchpoint design Message map Activate On-plan Overall ExP rating Contd. Exp focus Optimise Data gathering Report & index Data-led advice ExP potential Scorecard Experiential Planning scorecard

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