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Strategic Leadership: The Art & Science of Digital Transformation
KAREN MCGAUGHEY, VP CLIENT SERVICES, PRINCIPAL
JOSH STREUFERT, CREATIVE DIRECTOR, PRINCIPAL
webermarketing.com
New rules are being written every day.
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–Marianne Lake, CFO, JP Morgan Chase
“We are a technology company.”
webermarketing.com * Source: Burshek Research
10%
50%
40%
20%
30%
Company Maturity Level
Stage 1:Naive/Impaired
Stage 2:Ad Hoc
Stage 3:Aspirational
Stage 4:Differentiated
Stage 5:Competitive Greatness
What Companies Want
HowCompanies Act
Not “Walking the Talk”
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MarketingCEO IT Staff Consumers
Increased profitability, scalability &
loyalty
Seamless systems
integration & management,
automation
More effective targeting & messaging,
metrics & results
Personalize service, help & connect with consumers
Personalized content, more
relevant message
What do they get out of it?
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Average Priority
System integration challenges 5.17
Legacy technology landscape 4.93
Time/cost required from concept to reality 4.91
Budget constraints 4.8Culture/structure of your organization 4.61
Evaluating/prioritizing new ideas 4.34Lack of skills and expertise 4.31Market Intelligence/keep up with ideas in the market 4.03
Source: Efma-Infosys Finacle, Digital Banking Report Survey 2017
Top barriers to achieving
digital transformation
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EarlyAdopters
Innovators EarlyMajority
LateMajority
Laggards
100%
0%
25%
50%
75% MA
RK
ET
SH
AR
EInnovation Curve
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Readiness and speed of innovation
Front End Only Wrap & Digitize Digital Native
Where are you?
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webermarketing.com Sources: Maritz and KPMG
up to 80%of customer intelligence
initiatives fail to meet objectives
Customer Intelligence Challenge
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■ Disagreement on or lack of enterprise strategy
■ Corporate culture is not built around customers
■ Insufficient domain knowledge
■ Organizational resistance
■ Lacking the right skills
WHY?
Sources: McKinsey & Company, Ernst & Young, Boston Consulting Group
Customer Intelligence Challenge
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ATTRIBUTES LEGACY DNA DIGITAL DNA
Adaptability to Change Slow, not innovating Agility
Work Style Siloed Collaboration
Organizational Structure Hierarchical Distributed
Risk Appetite Cautious Exploratory
Customer Experience Customer Focus Customer Centricity
Sources: Deloitte Digital and Deloitte Center for Financial Services Analysis
Cultural Digital Transformation Readiness
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InsightImpaired
Ad HocAspirational
Differentiated
Not Customer Insight Driven
Situation or Event Driven
Sees and Wantsthe Value
Good at Customer
Intelligence
1 2 3 4 5
CompetitiveGreatness
High- Functioning
Insight
* Source: Burshek Research
Five stages of consumer preparedness progression
Align strategic priorities■ Define and link growth
priorities■ Desired user experience■ Identify growth segments■ Define consumer journey
map and integrate channel experiences
■ Align goals and KPI’s■ Brand position
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Evolve your Brand Strategy■ Essence: Your DNA.
■ Brand Promise: To customers.
■ Brand Personality: Humanizing attributes.
■ Key Messages: Themes; drum beats.
■ Brand Actions: Behaviors.
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Adaptive cultural change
requires
1. Clarity from an inspiring vision, robust strategic plans and shared goals
2. X-functional engagement to foster collaboration and communications
3. Empowerment to make mistakes, learn and adapt
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UNDERSTAND■ WHO ARE MY BEST
CONSUMERS?
■ WHAT IS THE POTENTIAL DEMAND FOR MY PRODUCT?
PERSONALIZATION■ WHAT DO MY CONSUMER
SEGMENTS WANT & NEED?
■ WHAT DO THEY VALUE?
■ HOW DO THEY THINK & BEHAVE?
CONNECT■ HOW DO I REACH MY
CONSUMERS MOST EFFECTIVELY?
■ HOW DO I OPTIMIZE BY MARKETING TO DELIVER RESULTS?
Strategic Steps to TransformationFIND■ HOW DO I FIND
GROWING CONSUMER SEGMENTS AND MARKETS?
■ WHICH MARKETS AND LOCATIONS?
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Primary lifestyle segments penetrated overall
Fastest growing segments Profitability
Segment FI Usage Insights
Total loan/savings balance & average balances
$
Segment FI Usage Insights
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Data Visualization
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Life Triggers
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Segments to Personas■ More visual and narrative:
emotions vs. product selling■ Personalized life content tied
to triggers■ Empower staff for better
day-to-day interactions
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Relevant culture training: persona & tailored brand experiences
Relevant culture training:persona & tailored brand experiences
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Content Marketing
Integrated Planning
SEO
Paid Search
Social Media
Marketing
Email Marketing - Marketing
Automation
Multi-channel
Analytics
DIGITAL EXPERIENCES:Desktop, Mobile,
In-store
Defining digital
marketing
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Why it makes
sense.
■ Target audience precision
■ Localized media consumption (no waste)
■ Hyper-targeted (geo-targeting)
■ Levels the playing field against large competitors (if, executed well)
■ Measurable
■ Adaptive
■ Fast to implement
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Connected TV
Digital Video
Behavioral
Contextual
Retargeting
SEM
DIGITAL TACTICS
Geo-targetHobbies/InterestsBrand PreferencesShopping Habits
Family profileFI Usage
Demographics
DIGITAL TARGETING
Consideration & Purchase ModelBUILDS
AWARENESS
DRIVES ACQUISITION
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5 key take
aways
1. Align stakeholders to clear wins + priorities
2. Link analytics into business intelligence strategy
3. Focus on precision targets & humanize personas
4. Personalize relevant content5. Measure, test, refine digital
targeting
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KAREN MCGAUGHEY VP CLIENT SERVICES, PRINCIPAL
KAREN@WEBERMARKETING.COM
JOSH STREUFERT CREATIVE DIRECTOR, PRINCIPAL
JOSH@WEBERMARKETING.COM
Weber Marketing Group webermarketing.com / 206.340.6111
twitter: @webermarketing
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