Reinventing marketing, sales and service for a digital, customer-driven future
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Enterprise Growth Transformation - Sydney Roadshow 31.10.2017
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Reinventing marketing, sales and service for a digital, customer-driven future
- 1. Reinventing marketing, sales and service for a digital, customer-driven future TRANSFORMATION GROWTH ENTERPRISE E X E C U T I V E B R E A K FA S T S U M M I T T U E S D AY 3 1 . 1 0 . 1 7 S O F I T E L S Y D N E Y W E N T W O R T H
- 2. 2© Blackdot 2017 www.pollev.com/blackdot #BlackdotInsights Plenary Keynote Presentation Transforming the enterprise growth engine Break-Out Workshop Streams Deep dives into key enterprise challenges + case studies Concluding message – Bringing it all together Networking 8.00 9.15 10.00 10.10
- 4. 4© Blackdot 2017 Who’s in the room? Sales Leader PERSONA Marketing Leader Business Leader HR Leader Transformation Leader Customer Strategy Digital Strategy Technology Leader Commercial Strategy Consumer Products Health Sciences Media Transport & Logistics Manufacturing Technology & Telecommunications Other INDUSTRY 16% 25% 19% 11% 7% 5% 5% 4% 8% 18% 28% 26% Financial Services 3% 4%13% 2% 6%
- 5. 5© Blackdot 2017 MARKETING, SALES & SERVICE TRANSFORMATION We deliver integrated people, process & technology solutions that transform the customer experience & accelerate growth Blackdot exists to drive
- 6. 6© Blackdot 2017 Broad capabilitiesNarrow focus C u s t o m e r M a r k e t i n g S a l e s S e r v i c e Operating model Strategy Technology advisory Data & analytics People advisory Change & communications Mindset & behaviour change Process Capability Benchmarking Everything we do is focused on the customer, and the functions that serve them Customer Transformation execution
- 7. 7© Blackdot 2017 Our customers are growing & transforming, and in the last 24 months we’ve… FY02 FY03 FY04 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18FY05 Transformed clients 13 Transformation projects 41 Countries Shared best practice 11 Whitepapers 58 Blog posts Built a community 4840 Subscribers Sydney/Melbourne 2350 Event & webinar attendees Been recognised Westpac 200 Businesses of Tomorrow 2017 Kentico ‘Best IT & Digital Experience’ Website 2016 88% CAGR 61 Professional staff onboarded Grown significantly
- 9. 9© Blackdot 2017 Every enterprise starts from a different position and has unique maturation challenges Operational Maturity BusinessImperative Organisational Reset 24% Disciplined Start 37% 0% Full Maturity Good to Great 11%28% Rapid Operational Reinvention
- 10. 10© Blackdot 2017 Where is your organisation today? Operational Maturity BusinessImperative Organisational ResetDisciplined Start Full Maturity Good to GreatRapid Operational Reinvention
- 11. 11© Blackdot 2017 Enterprises must successfully navigate 5 fundamental shifts to achieve full customer maturity Operational Maturity BusinessImperative Full Maturity Reorganising Around The Changing Customer Implementing & Adopting New Technology Transforming Mindsets & Capabilities Embedding & Continuous Improvement Integrating & Digitising Marketing, Sales & Service Organisational ResetDisciplined Start Good to GreatRapid Operational Reinvention
- 12. 12© Blackdot 2017 Navigating the 5 shifts is now a ‘fast follower’ opportunity for committed enterprises Integrating & digitising functions to deliver a differentiated customer experience, while reducing cost Integrating & Digitising Marketing, Sales & Service P R O C E S S Building the frontline mindsets, behaviours & core capabilities required to thrive in an increasingly complex customer & buyer environment Transforming Mindsets & Capabilities P E O P L E & C H A N G E Leveraging intuitive frontline technology to enable employees to navigate legacy data, infrastructure & people constraints Implementing & Adopting New Technology T E C H N O L O G Y Transitioning new ways of working into business- as-usual and building a culture of data & customer-driven optimisation Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Resetting the organisational strategy and go-to-market model around the customer to stay ahead of informed buyers & disruptive competitors Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y
- 13. 13© Blackdot 2017 Shift 1 - Reorganising Around The Changing Customer Integrating & Digitising Marketing, Sales & Service P R O C E S S Transforming Mindsets & Capabilities P E O P L E & C H A N G E Implementing & Adopting New Technology T E C H N O L O G Y Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y Victoria TurnerBavan Rajan Maeve McGuinnessNick Lane
- 14. 14© Blackdot 2017 Complex, functionally-organised enterprises struggle to adapt to more sophisticated customers & buyers Enterprises Are …Customers Want … Complex Multiple customer touchpoints & operational handoffs Simple Path to purchase Slow Encumbered by legacy processes, technology & data constraints Speed Responsive, efficient help on demand Cost heavy Constrained by a high cost to sell, serve & change Value For money Fragmented Organised around legacy functional silos Seamless Expertise across physical & digital channels Customer Strategy
- 15. 15© Blackdot 2017 Prioritise channels based on value Develop opportunity-based segmentation Customise offerings to high-value segments Bespoke Bundled Simple Digital Direct Inside Strategic Mid-market Mass-market Customer Strategy Self-fund the transition through resource alignment Digital Direct Inside In order to meet elevated customer expectations you must realign the segments, organisation, channels & offers to value Align CX, content & campaigns to customer journey
- 16. 16© Blackdot 2017 Shift 2 - Integrating & Digitising Marketing, Sales & Service Integrating & Digitising Marketing, Sales & Service P R O C E S S Transforming Mindsets & Capabilities P E O P L E & C H A N G E Implementing & Adopting New Technology T E C H N O L O G Y Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y Craig KearyChris Horn Justine TaboneTim Rayner
- 17. 17© Blackdot 2017 Misaligned legacy processes, data sources & technology platforms inhibit our ability to support journey progression & a seamless CX Product Marketing Sales Service Functional silos demarcate customer ownership New digital channels have created or exacerbated existing data silos Manual processes & work-arounds to progress customer journeys have limited impact and added cost Disintegrated legacy processes impair the customer journey Independent targets & rewards, based on legacy drivers Process M T W T F M T W T F M T W T F M T W T F Margin Share Volume Experience Time-intensive operating rhythms have been overlaid to lift customer & performance visibility & accountability
- 18. 18© Blackdot 2017 In order to deliver a differentiated & improved CX - at a lower cost - you must integrate & digitise marketing, sales & service Map the customer journey, pain points & opportunities to lay a critical foundation Capture & integrate data sources to enrich your view of customer Equip the frontline to facilitate journey progression Reset rhythm to support cross-functional collaboration (at a more strategic level) Align the frontline around shared KPIs & incentives on customer outcomes Product & Marketing Marketing & Sales Sales & Service $ Customer Journey Education Consideration Selection Retention Design an integrated end-to-end funnel, then automate it Process
- 19. 19© Blackdot 2017 Shift 3 - Transforming Mindsets & Capabilities Integrating & Digitising Marketing, Sales & Service P R O C E S S Transforming Mindsets & Capabilities P E O P L E & C H A N G E Implementing & Adopting New Technology T E C H N O L O G Y Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y Kimberly ElliotSally-Anne Lyster James ChapmanLinton Chalmers
- 20. 20© Blackdot 2017 To be relevant to today’s evolving customer, organisations need new capabilities, mindsets & behaviours Digital transformation is uncharted territory for leaders, managers & frontline Difficulty building confidence in new skills & different ways of working quickly Perceived & real threat to frontline roles (& people’s livelihood) People & Change Shortage of internal & external talent with the required experience & capability People Mobilisation Challenges Scars & scepticism limit receptivity to new transformation initiatives Change Imperative Create Receptivity Manage Resistance or
- 21. 21© Blackdot 2017 Your frontline will embrace & get behind strong leaders, well-sequenced change packages & immersive real world learning Anchor the change narrative on improvements in CX + EX Business leaders taking full ownership of the people change agenda Strategic HR that holds the business to account Over-invest in the pivotal role of the first line manager Immersive learning in new frontline capabilities Sequence change ‘packages’ that make it easier, then better Talent Incentives Capability + – CX EX People, Process, Technology People, Process, Technology BETTER1 2 EASIER Creating Receptivity People & Change
- 22. 22© Blackdot 2017 Shift 4 - Implementing & Adopting New Technology Integrating & Digitising Marketing, Sales & Service P R O C E S S Transforming Mindsets & Capabilities P E O P L E & C H A N G E Implementing & Adopting New Technology T E C H N O L O G Y Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y Greg ByrneAbhik Sengupta Alex PeckmanSamit Chandra
- 23. 23© Blackdot 2017 Limiting legacy systems & blockbuster IT project ‘scars’ hinder enterprises from fully capturing the changing customer opportunity Tech-savvy customers demanding omni-channel experience IT divisions taking a ‘system out’ (not ‘customer-in’) view of innovationSupply Sys CRM Sys Unfamiliar roles and ways of working impacting motivation Complicated web of limiting legacy systems Scars from failed technology implementations impact frontline belief Lack of business ownership and understanding of technology trade-offs Technology HR Sys Finance Sys ☛ ☚☛ ☚ Implementation Adoption
- 24. 24© Blackdot 2017 IT needs to support the business with the right infrastructure & decision rights for implementation & adoption Single digital backbone across all channels Converge the DNA of IT and the business Solve real frontline problems early Make the business accountable for technology decisions Build an integration layer to decouple systems of innovation / experience from systems of record Choose platforms not systems Implementation Adoption Supply Chain ComplianceHR Finance Technology
- 25. 25© Blackdot 2017 Shift 5 - Embedding & Continuous Improvement Integrating & Digitising Marketing, Sales & Service P R O C E S S Transforming Mindsets & Capabilities P E O P L E & C H A N G E Implementing & Adopting New Technology T E C H N O L O G Y Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y Geoffrey AllarsGreg Taylor Nadia KohPhil McNamara
- 26. 26© Blackdot 2017 Transformation is long, complex & difficult - most fail to realise the full business case benefit Execution Excellence The end game is compelling, but it’s … … often compromised by short-termism, distractions & fatigue Leaders generally start well, but often disengage or move on to other priorities too early Fatigue or complexity hits & the program slows, slips or stops! The future state or end goal gets watered down because leaders compromise or avoid the tough decisions Over-investment in upfront (target state) design over implementation & embedding The business is ill-equipped to monitor early progress & enable effective course correction Cost of Sale Cx Ex Cost to Serve Payoff
- 27. 27© Blackdot 2017 In order to be operationally ready to run the future state, leaders need to be immersed in the transformation (not sitting above it) Pick the right team for each phase - the frontline manager is the pivotal leverage role & fundamentally accountable for BAU embedding Front-load high value packages & continually reassess prioritisation & sequencing Ensure leaders are visible, vocal & aligned throughout the life of the project Measure the lead indicators of adoption, effectiveness & efficiency (early & often) Hold leaders accountable for delivering the business case benefit (revenue, cost, CX, EX) Dual ‘BAU’ Focus Execution Excellence in ‘New Ways of Working’ Enduring Commitment To Continuous Improvement Leaders must stay the course to embed transformational change Execution Excellence
- 28. 28© Blackdot 2017 www.pollev.com/blackdot #BlackdotInsights Plenary Keynote Presentation Transforming the enterprise growth engine Break-Out Workshop Streams Deep dives into key enterprise challenges + case studies Concluding message – Bringing it all together Networking 8.00 9.15 10.00 10.10
- 29. 29© Blackdot 2017 What’s next? Integrating & Digitising Marketing, Sales & Service P R O C E S S Transforming Mindsets & Capabilities P E O P L E & C H A N G E Implementing & Adopting New Technology T E C H N O L O G Y Embedding & Continuous Improvement E X E C U T I O N E X C E L L E N C E Reorganising Around The Changing Customer C U S T O M E R S T R AT E G Y Victoria Turner Bavan Rajan Nick Lane Maeve McGuinness Craig Keary Chris Horn Tim Rayner Justine Tabone Kimberly Elliot Sally-Anne Lyster Linton Chalmers James Chapman Greg Byrne Abhik Sengupta Samit Chandra Alex Peckman Geoffrey Allars Greg Taylor Phil McNamara Nadia Koh
Editor's Notes
- What’s changed at Blackdot - alike SF graph, or perhaps the ppl expertise thing. M/S/S specialist, functional speciatlist, across industries for ppl that want that func specialist – do transformational work acorss cust, ppl, process, tech Some strategu consultant will do the plans for the house, we link the sevices to the house, make sure the plumbing and wiring all works, so when you move in it all works NW VOICEOVER AROUND THE PLATFORMS THESE CAPABILITIES COME TOGEHER IN DIFF WAYS TO SUPPRT THE PLATFORMS WILL SEE RANGE OF ENGAGEMENTS WE’VE DONE AND LESSONS FROM THESE
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”
- This page would be around 3-5 big clean datapoints that support the macro narrative that enterprises are really struggling with transforming around today’s customer We could share the data points from the last roadshow which are highlighted in the invite letter in the brochure Then have some datapoints from the pre-event survey we are planning to send out. NK is driving the development of these questions, they will be something like: X% feel their organisation is prepared to deliver the experience their customer expects X% feel their organisations progress in adapting to today’s customer is moving fast enough X% feel they have the investment, plan and stakeholder commitment to get there “In a recent Blackdot survey of 300 growth leaders; 0% rated their enterprise as being holistically customer-driven and delivering a consistent omni-channel experience. 11% indicated they are making strong headway towards this. 28% are in-the-midst of operationally reinventing their business, with 24% resetting transformation initiatives which just aren’t delivering. 37% are still trying to get started.”