Web 2.0 Strategy DevelopmentTopic 3 presents practical advice covering Web 2.0 planning and strategy development for building sustained customer and competitive advantage. A three staged approach to ‘getting there’ is recommended:- Get involved and learn more- Undertake a strategic audit- Develop and implement a Web 2.0 strategy using a simplified Balanced Scorecard approach
Web 2.0 Strategy Development
A three staged approach:
Enhanced knowledge and understanding get involved and learn more
Strategic Audit - Ten Key Questions
Strategy Development and Implementation - using a Balanced Scorecard approach
Get Involved, Learn More
Set up a Google Alert
Participate in relevant forums/blogs
Join a social/professional networking site
Set up your own....
The Ten Key Questions
Ten Key QuestionsWhat impact is Web 2.0 having on my industry?
What are the opportunities and threats for my organisation? How well are we currently positioned to capitalise on these opportunities, minimise the threats? What progress have we made? What is the strategic gap between where we are and where we should be? What internal organisational barriers and obstacles need to be overcome for us to make progress in this area?
What impact is Web 2.0 having on consumer behaviour and decision-making in our industry?
Ten Key QuestionsDo we need a new business mindset and organisational structure to succeed in a Web 2.0 environment?
How can we best utilise Web 2.0 for effective reputation management?
How can we best use Web 2.0 for market/customer research; for building deep customer insight, knowledge and understanding?
How can we best use Web 2.0 applications for building on-going customer dialogue and interaction; for enhancing the online customer experience; for engaging with and energising our network?
Ten Key QuestionsWhat are the key Web 2.0 actions and initiatives we need to introduce?
What new business performance metrics do we need to use in a Web 2.0 era?
How can we best use Web 2.0 for improving internal operational efficiency and business processes?
Web 2.0 Strategy Development The Balanced Scorecard
Balanced ScorecardRecommend the use of a simplified Balanced Scorecard approach to Web 2.0 strategy development and implementation
Will ensure that future 2.0 actions and initiatives are fully aligned with and supportive of agreed organisational goals and objectives
Business/customer/network led rather than technology driven
The Balanced Scorecard - Benefits
A robust Web 2.0 planning toolA Performance Measurement System Internal/External CommunicationsA Translator of Strategy Into ActionAlignmentA BalancerA SupporterA Journey
The Balanced Scorecard - Benefits
Will help to answer the following questions:
Should we invest (time and effort) in Web 2.0? Why should we invest? How much time and effort should we invest?What will be the business benefits and ROI?Which projects/initiatives should we invest in?How should we allocate our time and resources between different 2.0 initiatives?How will 2.0 help us to achieve our core business goals and objectives? What is the strategic fit? How mission critical is it?
How It Works
Agree Overall Vision, Mission, Strategy
Decompose into Linked Perspectives (Financial, Customer, Internal Management, Organisational)
Establish Clear Performance Measures and Targets for each Perspective
Key Initiatives and Actions
Performance Evaluation and Feedback
A Simplified Balanced ScorecardVision, Mission and StrategyDecompose Into PerspectivesPerformance Measures / TargetsKey Initiatives
Balanced Scorecard 2.0The five key questions:
What is our overall vision/mission for Web 2.0?
What are the key financial/strategic objectives we wish to achieve?
Who are we targeting, with what value proposition?
What are the key Web 2.0 initiatives and actions we need to introduce to achieve our objectives?
People, organisation and IT aspects
Balanced Scorecard 2.0 Strategy Map
Financial Goals and Objectives
Customer Group 1
Customer Group 2
Customer Group 3
Customer Value Proposition
IS and IT
2.0 Initiative 1
Strategic Theme/ Mission:Brief Statement of Overall 2.0 Mission/Vision
Customer Perspective: Customer Segments
Internal Management Perspective:
Templates to assist in the process
The Cairngorms Mountain Biking 2.0 Programme
Vision/MissionTo develop and implement a successful Web 2.0 strategy, ensuring that the CNP MTB sector leverages the full potential of the Internet for building and supporting a quality customer base i.e. a strong base of loyal, high value, high growth potential customers providing the MTB sector with a strong foundation for achieving sustained growth and competitiveness
The Programme will deliver real business benefits to the group, to individual participants and to the wider CNP tourism industry
The overall aim is to maximise the full potential of Web 2.0 for Identifying, Acquiring, Retaining and Growing Quality Customers; for building a vibrant and sustainable MTB tourism sector
Strategic ObjectivesProvide coordinated, accurate and up-to-date information about MTB in the Cairngorms National Park, making it easy for potential MTB visitors to find what they are looking for - information that is customised to the specific needs of different types of customer
Raise awareness and recognition of the MTB offering within the Park
Promote the strengths and special qualities of MTB in the area; to inspire and motivate potential visitors to engage with CNP MTB, to encourage a call to action by potential visitors
Market the Park as a must visit destination for mountain bikers and a must visit again destination for existing customers
Deliver a quality online customer experience, making it easy for potential MTB visitors to find what they are looking for, to plan and book their visits
Strategic ObjectivesAdd value and encourage a call to action at each stage of the Customer Journey with CNP MTB i.e. raise awareness, convert awareness into action, visit planning, booking, pre-visit, visit and post visit stages
Increase the number of MTB visitors to the Park, the number of repeat visits and average spend per visit (exploit up and cross selling opportunities)
Use of Web 2.0 for building insight, knowledge and understanding about our customers (actual and potential)
Use of Web 2.0 for building customer dialogue and interaction (marketing as a conversation); for encouraging customer feedback and comment
Exploit CRM opportunities and online word of mouth effects; energise the groundswell (i.e. the global MTB community)
Strategic ObjectivesAchieve improvements in Marketing Effectiveness and Marketing Efficiency i.e. ROI
Build and support a quality customer base; Identify, Acquire, Retain and Grow Quality Customers
Foster and provide a platform for MTB Group collaboration covering Programme and non-Programme activities e.g. product development, signage, pressure group activities, engagement with other stakeholders (landowners, public sector, other tourism businesses (e.g. accommodation providers) and sectors (e.g. adventure tourism etc)
Support other marketing initiatives
Learn from best practice; to educate and mentor the MTB community in best practice use of Web 2.0
Financial ObjectivesMaximise both the Effectiveness and Efficiency of our sales and marketing efforts
Marketing Effectiveness - Key Performance Indicators (KPIs) covering the following:Increase in visitor numbersIncrease repeat visitsIncrease in visitor spendQuality of our customer baseStrength of the relationship we have with quality customers
Under Marketing Efficiency, KPIs will be agreed covering marketing/sales cost savings from the better utilisation of Web 2.0.
The programme uses a simplified Balanced Scorecard approach to ensure that Web 2.0 actions and initiatives are fully aligned behind and supportive of agreed strategic/financial goals and objectives
Eight key priorities..
Programme progress will be reported on a regular basis on www.tourism2-0.co.uk
Eight PrioritiesWiki presence
Image library/ flickr community
Develop a YouTube channel
Cairngorms MTB web site
Leverage other web sites/ communities
Customer information system
**Benefits of Using the Balanced ScorecardA Robust Strategic Management and ICT/BT Planning Tool: The process of implementing a BSC can help companies to clarify their strategic vision, goals and objectives and to ensure that these are translated into specific ICT actions and key initiatives to achieve overall strategic objectivesA Robust Performance Measurement System: For evaluating the impact of ICT investments. One that combines financial and non-financial measures, lag and lead indicators etcA System for Improving Internal Communications: A key feature of the BSC is its strength as an internal and external communications tool. By telling the ICT story of an organisation through a series of linked objectives, performance measures and key initiatives, the BSC can assist in communicating target outcomes and performance drivers throughout the organisatio