Experiential Planning Workbook Project Date Experiential Planning Workbook
Experiential Planning Workbook Project: Date: Experiential Planning Workbook Page 1
Scorecard Experiential Planning scorecard Scoping 1 2 3 4 5 Discover 1 = not at all 5 = fully Tracking Discover Think like the CEO 1 2 1 = not at all 3 4 5 5 = fully Scoring 1 2 3 4 5 Discover 1 = not at all 5 = fully Battlefield Brand exp audit Plan Persona Plan Touchpoint audit Measurement plan Innovate Valuweight Innovate Touchpoint design Message map Activate On-plan Activate Contd. Exp focus Optimise Data gathering Report & index Data-led advice Ex. P potential Experiential Planning Workbook Overall Ex. P rating Page 5
Discover | Think like a CEO 1/5 Think like a CEO - What are the company’s goals at the highest level (A 1) What are the overall business goals, purpose, vision etc Lead the market by offering the best virtualization solutions. Set the virtualization agenda through thought leadership Notes. . . . . . . (A 2) 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. (A 3) Background information / quotes / research etc Add text Experiential Planning Workbook Page 8
Discover | Think like a CEO 2/5 Think like a CEO - What is the positioning and direction for the brand (B 1) What are the company’s objectives for the brand? Add text 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. (B 2) How is the brand currently defined and how is it differentiated from competitors? Notes. . . . . . . Add text (B 3) Is the brand idea and promise aligned with the company’s longer term goals? Add text Experiential Planning Workbook Page 9
Discover | Think like a CEO 3/5 Think like a CEO - Which stakeholders most influence the brand’s success (C 1) Who are the brand’s key stakeholders? Add text Notes. . . . . . . (C 2) What is the brand promise to each stakeholder group? Add text (C 3) What does the brand promise stand for in their minds? Add text Experiential Planning Workbook Page 10
Discover | Think like a CEO 4/5 Think like a CEO - What’s the current engagement landscape (D 1) What touchpoints connect the brand to its key stakeholders? Add text Notes. . . . . . . (D 2) What is the current communications strategy / plan for the brand? Add text Experiential Planning Workbook Page 11
Discover | Think like a CEO 5/5 Think like a CEO - What’s competitive environment (E 1) How is the brand currently performing? Add text Notes. . . . . . . (E 2) Define the brand’s enemies. What are they doing better? Add text (E 3) What is happening in the category that we need to shake up? Add text Experiential Planning Workbook Page 12
Discover | Battlefield grid - template + Notes. . . . . - . . + Our Client Experiential Planning Workbook - Competitors Page 13
Discover | Battlefield compass - template variable #8 10 variable #1 Notes. . . . 9 8 7 6 5 variable #7 variable #2 4 3 2 1 variable #6 variable #3 variable #5 Our Client Experiential Planning Workbook variable #4 Competitors Page 14
Discover | Battlefield grid - example + Notes. . . . . - . . + Our Client Experiential Planning Workbook - Competitors Page 15
Discover | Battlefield compass - example variable #8 10 variable #1 Notes. . . . 9 8 7 6 5 variable #7 variable #2 4 3 2 1 variable #6 variable #3 variable #5 Our Client Experiential Planning Workbook variable #4 Competitors Page 16
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: 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 Power. Point 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? Experiential Planning Workbook Page 17
Discover | Brand Experience Audit | Brand promise - template the brand promise is. . . Notes. . . . “. . ” Experiential Planning Workbook Page 18
Discover | Brand Experience Audit | Touchpoints Touchpoint map - template 1 2 3 Experiential Planning Workbook 4 5 6 Notes. . . . Page 19
Discover | Brand Experience Audit | Touchpoints Touchpoint analysis - template Performance + Notes. . . . 1 . . . 2 . . . 3 . . . 4 . . . 5 . . . 6 . . . Importance + - - Experiential Planning Workbook Page 20
Discover | Brand Experience Audit | Touchpoints Touchpoint map - example 1 2 3 4 5 6 6 5 3 2 4 1 3 1 Notes. . . . 3 1 3 Touchpoint description here etc. Touchpoint description here 2 1 Experiential Planning Workbook Page 21
Discover | Brand Experience Audit | Touchpoints Touchpoint analysis - example 2 Performance + Notes. . . . 5 1 - 1 Touchpoint notes here 2 . . . 3 . . . 4 . . . 5 . . . 6 . . . Importance + 3 4 - 6 Experiential Planning Workbook Page 22
Discover | Brand Experience Audit | Passionates Who are your most important stakeholders? Add text What are their passions? Add text What are their current attitudes and behaviours Add text Notes. . . . What are their most important brand touchpoints? Add text Who do they influence? Add text Experiential Planning Workbook Page 23
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 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? What action currently results? What change, if any, is achieved by the existing experience? Add text Experiential Planning Workbook Page 24
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 Experiential Planning Workbook Page 25
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 Experiential Planning Workbook Page 26
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: Add text Evaluating ROE – measurement criteria and results now: passionates engagement Add text Notes. . . . Evaluating ROI – measurement criteria and results now: Add text action Stimulating the right action – measurement techniques and results now Add text Experiential Planning Workbook Page 27
Discover | Opportunity brief 1) What is the opportunity? Add text 2) What is the business goal and objective? Add text 3) What are the features & benefits of the brand/service? Add text 4) What is the brand idea, promise and personality? Add text 5) What are the brand’s opportunities &challenges? Add text 6) What do we need to know about the category? Add text 7) Who are we trying to reach? Add text 8) What are their attitudes towards the brand? Add text 9) What insight are we trying to instill in them? Add text 10) What action do we want them to take? Add text 11) What touchpoints are most critical to them? Add text 12) What is the timeframe, geog scope and budget? Add text 13) What does success look like? What KPIs exist? Add text Experiential Planning Workbook Page 28
Plan | Introduction The plan stage plan Experiential insights • Stakeholder definition • Touchpoint mapping • Success criteria definition • Measurement planning • Brand insight Tools • Persona • Touchpoint Audit • Measurement Plan Experiential Platform Experiential Planning Workbook Page 29
Plan | 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 Add text pic 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 Experiential Planning Workbook Page 30
Plan | 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. Experiential Planning Workbook 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. ” Page 31
Plan | Touchpoint Plan: Best experience 5 Breakouts & Labs 8 Party Logistics & delegate management 4 General Sessions 2 1 Branding & application On-line experience 9 10 Revenue generation 6 Solutions Exchange 7 Networking 3 Venue usage & pathfinding Neutral Experiential Planning Workbook Page 32
Plan | Touchpoint Plan: Best experience 5 Breakouts & Labs 8 Party Logistics & delegate management 4 General Sessions 2 1 Branding & application On-line experience 9 10 Revenue generation 6 Solutions Exchange 7 Networking 3 Venue usage & pathfinding Neutral Experiential Planning Workbook Page 33
Plan | Touchpoint Plan. Example: Mapping the existing experience Love the brand Decide to purchase the product Great functionality and easy operation 2 Good product upgrades 6 4 1 7 Easy to get started with product Great packaging on arrival 8 Engage with the brand promotion Neutral about the brand 6 Poor information about accessories 3 Disappointing purchase process 5 Over complex instructions Hate the brand Experiential Planning Workbook Page 34
Plan | Touchpoint Plan. Example: Mapping the potential improved experience Love the brand Improved and new Touchpoints Improved Touchpoints 3 2 1 Neutral about the brand Touchpoints identified for most important improvement Hate the brand Experiential Planning Workbook Page 35
Plan | Measurement Plan: Objectives Success Criteria Measures Metrics Forecast Results Stakeholder: Objective: Stakeholder: Objective: Experiential Planning Workbook Page 36
Plan | Measurement Plan. Example: Objectives Stakeholder: Call Center Employees Success Criteria Positive shift in brand advocacy across employee population Objective: Increase brand commitment Stakeholder: Brand Champions Measures Organizational Commitment Questionnaire (QCQ); Continuance Commitment Scale (CCS) Metrics Brand Behavior Segmentation Matrix Forecast Results XX% Increase in brand Champions XX% decrease in brand Saboteurs (Porter, Meyer) Improved customer satisfaction Customer Satisfaction Score Rate of change in CSS XX% increase in customer satisfaction scores, by target dates. # of Promoters Net Promoter Score # of Detractors (Reicheld) • XX% increase in NPS Score (Citi) Objective: Improve service encounter Stakeholder: Customers Positive shift in customer recommendation Objective: Increase Brand recommendation Experiential Planning Workbook Page 37
Plan | Experiential Platform 1) What do we know about the brand? The essential info that the team needs to know. (Include reference to Battlefield) Add text 2) What business challenge are we helping the brand to solve? The business issue we will help alleviate. 5) What touchpoints are we creating to connect to the Passionates? Explain and prioritize the touchpoints we need to deliver. (Include ref Touchpoint Map) Add text 6) What tone and senses should the experiences have? Add text 7) What brand benefits are key to igniting/leveraging passionism? The brand tangible and intangible elements identified as being key to “brand love” 3) Who are the Passionates we want to engage with it? Add text Who they are, especially their passions and behaviors. (Include reference to Persona) Add text 8) What are criteria for success? How we will prove the impact of what we’re creating. (Include ref to Measurement Plan) Add text 4) What’s the key insight? A unique and ownable idea based on insights into the brand Passionates. It’s the guiding principle that underpins the brand experience. Add text Experiential Planning Workbook Page 38
Innovate | Introduction The innovate stage innovate Idea generation and testing • Creative concepts and solutions • Touchpoint framework • Experiential planning • Channel selection • Feasibility analysis Tools • Valuweight Proposal / Blueprint Experiential Planning Workbook Page 39
Innovate | Valuweight – creating a path to passionate engagement Desired outcomes Experiences Visibility Community Content General Sessions Breakouts / Hands-On Labs Solutions Exchange Networking / Party m a x E Wayfinding e l p Growth Avg. Average Value 5 Exceptional 4 Above average 3 Average Experiential Planning Workbook 2 Below Average 1 Low Page 40
Innovate | Valuweight. Example: defining criteria and evaluating experiences Desired outcomes Experiences Ambient installations Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocates Avg. 5 4 1 1 1 2. 4 Stand alone interactives Walk-in local experiences and product channels blog, news, activity and community site m a x E e l p Local ‘hit squad’ doorstep visits Average Value 5 Exceptional 4 Above average 3 Average Experiential Planning Workbook 2 Below Average 1 Low Page 41
Innovate | Valuweight. Example: analyzing the balance and cumulative effect Desired outcomes Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocates Avg. Ambient installations 5 4 1 1 1 2. 4 Stand alone interactives 3 3 2 3. 2 Walk-in local experiences and product channels 2 blog, news, activity and community site 1 Local ‘hit squad’ doorstep visits Experiences Average Value 5 Exceptional 5 3 3 5 2 3 3. 0 4 1 4 3 2. 6 1 5 5 2 4 3. 4 2. 4 4. 2 3. 0 2. 4 2. 6 2. 9 4 Above average 3 Average Experiential Planning Workbook m a x E e l p 2 Below Average 1 Low Page 42
Innovate | Valuweight. Example: Evaluating each experience Desired outcomes Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocates Avg. Ambient installations 5 4 1 1 1 2. 4 Stand alone interactives 3 3 2 3. 2 Walk-in local experiences and product channels 2 blog, news, activity and community site 1 Local ‘hit squad’ doorstep visits Experiences Average Value 5 Exceptional 5 3 3 5 2 3 3. 0 4 1 4 3 2. 6 1 5 5 2 4 3. 4 2. 4 4. 2 3. 0 2. 4 2. 6 2. 9 4 Above average 3 Average Experiential Planning Workbook m a x E e l p 2 Below Average 1 Low Page 43
Innovate | Valuweight. Example: Projecting level of delivery for each criteria Desired outcomes Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocates Avg. Ambient installations 5 4 1 1 1 2. 4 Stand alone interactives 3 5 3 3 2 3. 2 Walk-in local experiences and product channels 2 3 5 2 3 3. 0 Blog, news, activity and community site 1 4 3 2. 6 Local ‘hit squad’ doorstep visits 1 5 5 2 4 3. 4 2. 4 4. 2 3. 0 2. 4 2. 6 2. 9 Experiences Average Value 5 Exceptional 4 Above average 3 Average Experiential Planning Workbook 2 Below Average 1 Low Page 44
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. activate Focused solution development & implementation • Development of detailed plans • Scope definition, budget management and resource planning • Management and creative leadership of deliverables • Deployment of measurement Delivery, debrief & Scorecard Experiential Planning Workbook Page 45
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. optimise Measurement analysis and interpretation • Measurement management • Evaluation resources • Data analysis & interpretation • Reporting • Insights, learning and action planning Report & On-going advice Experiential Planning Workbook Page 46
Plan | Measurement Plan Engagement 3 D evaluator: Reaching the right potential passionates Engaging them effectively Achieving the desired change in mindset Achieving the desired actions Our perceptions and observations Client perceptions and observations Stakeholder measurement summary Experiential Planning Workbook Page 47
Plan | Measurement Plan Engagement 3 D evaluator: Reaching the right potential passionates Engaging them effectively Achieving the desired change in mindset Achieving the desired actions Our perceptions and observations Client perceptions and observations Stakeholder measurement summary Experiential Planning Workbook Page 48
Plan | Measurement Plan Engagement 3 D evaluator: Our perceptions and observations Client perceptions and observations Stakeholder measurement summary Reaching the right potential passionates Experiential Planning Workbook Engaging them effectively Achieving the desired change in mindset Achieving the desired actions Page 49
Scorecard Experiential Planning scorecard Scoping 1 2 3 4 5 Discover 1 = not at all 5 = fully Tracking Discover Think like the CEO 1 2 1 = not at all 3 4 5 5 = fully Scoring 1 2 3 4 5 Discover 1 = not at all 5 = fully Battlefield Brand exp audit Plan Persona Plan Touchpoint audit Measurement plan Innovate Valuweight Innovate Touchpoint design Message map Activate On-plan Activate Contd. Exp focus Optimise Data gathering Report & index Data-led advice Ex. P potential Experiential Planning Workbook Overall Ex. P rating Page 50
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