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the comparative context
JOURNEYS ACROSS THE
  DIGITAL ECOSYSTEM
                              Michelle S Berryman, FIDSA
                              mberryman@thinkinc.com
                              @MicBerryman

                              30 August 2012
AGENDA FOR TODAY
                     Setting the Stage

       Defining the Customer Journey

Identifying Competitors & Comparators

       Exploring the Digital Ecosystem

                     Telling the Story

                 Drawing Conclusions
                                         2
setting
THE STAGE
            3
a few
YEARS AGO...
               4
We were working for a consumer
electronics company.

They made a lot of products.
Some of them competed with this.
                                   5
Their products
were sold online
• Through their website

• Through online retailers such as
  Amazon.com, Buy.com,
  Newegg.com, etc.

• Through online channels for
  traditional retail outlets such as   And in brick & mortar
  Best Buy, Costco, Target, etc.       retail outlets
• Through online channels for
  wireless carriers (in some cases)    • Traditional retailers and
                                         wireless carriers

                                       • They had no physical retail
                                         presence of their own


                                                                       6
They hired us to
provide insight into
how they could deliver
a better web experience
for their customers.
                          7
Independent of this
assignment, we had
some ideas and a
general philosophy that
guided our thinking —
and still does.
                          8
We believe a website
doesn’t just compete with
other websites in its
category.
                            9
It competes with Nike+,
Amazon, Skype, Mint,
CNN and 100,000 other
sites, social channels,
apps and digital moments.
                        10
We thought about this,
and sketched out the
genesis of a new
methodology.
                         11
the original idea:
MAP THE JOURNEY TO THE NEED.
 COMPARE ACROSS COMPANIES.
    MEASURE THE EXPERIENCE.
     IDENTIFY OPPORTUNITIES.




                             12
defining the
CUSTOMER JOURNEY
                   13
this is our mental model
SIMPLE, CLEAN & DIRECT

          A   I have a need.


                               B


                               I’ve found
                               a solution.




                                             14
this is reality
SO MANY CHOICES & DISTRACTIONS

            A



                            B
the journey doesn’t end at the solution
  WE CREATE A RELATIONSHIP WITH THE BRAND

Consideration      Transact                  Use           Expand               Phase Agnostic


I have a need   I’ve found a        I use it.          I need to replace it.   Are there reasons
for a product   solution that                                                  to interact with the
or service.     matches my needs.   How do I . . . ?   I want another          brand on an on-
                                                       one.                    going basis?
                I buy it.           Can I . . . ?
                                                       Should I buy the        What is the brand
                                    I want to . . .    same one again?         doing to maintain
                                                                               my awareness
                                    I need to . . .    Is there a newer        level?
                                                       one?
                                                                               How is the brand
                                                       Should I buy a          building passion or
                                                       different brand?        loyalty with me?




                                                                                              16
basic methodology
   GO DEEP & GO BROAD

Consideration                    Transact                               Use                Expand                    Phase Agnostic

Findability:                 Monetization:                   Usage:                   Engagement:                 Digital Channel Usage:
• Once a user establishes    • What are the paths to         • How does the company   • Are there relationship-   • To what extent are digital
  a need, how easily can       monetization and how            help customers           based efforts to keep       channels leveraged (e.g.
  the company be found         are they presented (e.g.        maximize their           customers loyal             website, social media,
  within the competitive       click to chat, trial offer,     experience?              between purchases?          partnerships, content
  landscape?                   buy, etc.)?                   • Are training or        • Is there a compelling       syndication)?
                             • What can be purchased           educational services     reason to interact with
Acclimation:                   online and how?                 offered?                 the company on an         Experience Consistency:
• How is the company                                                                    ongoing basis between     • How consistent is the
  acclimating prospects                                      Support:                   purchases/transactions?     experience across digital
  (features and                                              • How is support and                                   channels?
  experiences)?                                                customer service                                   • How integrated/aligned is
                                                               positioned?                                          the brand throughout the
Product Positioning:                                         • What primary support                                 experience
• How are offerings                                            interactions are
  positioned/leveraged?                                        offered?                                           Social/Community:
• How are offerings                                                                                               • Are there ways to interact
  presented alone and                                                                                               with the brand on social
  integrated together?                                                                                              platforms?
• Are offerings shown in a                                                                                        • How are social/community
  comparative context                                                                                               interactions handled?
  with competitive                                                                                                • Are they integrated with
  offerings?                                                                                                        accepted platforms?

                                                                                                                  Differential Treatment:
                                                                                                                  • To what extent are
                                                                                                                    customers differentially
                                                                                                                    treated?
identifying
COMPETITORS &
COMPARATORS     18
our “client”
JIMMY CHOO
identifying competitors
THIS PART IS EASY
Clients generally have a pretty good
idea about their competitive set.

It’s our job to look beyond their list to
find those companies from which a
client can learn.

And we need to apply both macro and
micro lenses.




                                            20
jimmy choo competitors
SIMILAR PRODUCTS AT SIMILAR PRICES

     Christian Louboutin                       Christian Dior
                                               One of the world’s top fashion houses
     Luxury women’s footwear. Signature
                                               and largest luxury groups. Owns Louis
     red lacquered soles. Luxury Institute’s
                                               Vuitton. Founded in 1946. Marlene
     “Most Prestigious Women’s Shoes”
                                               Dietrich wore Dior. New .com site
     2007, 2008 & 2009
                                               launched in 2011.

     Manolo Blahnik                            Brian Atwood
     Luxury women’s footwear since 1972.
                                               Couture fashion designer known for
     Blahnik stilettos have become symbols
                                               thigh-high boots. “High chic. High
     of pure classical style for the 21st
                                               drama. High heels.” (.com is in
     century. Famously worn by “Sex and
                                               development)
     the City” character, Carrie Bradshaw.


     PRADA                                     Shanghai Tang
                                               China’s only luxury brand. Style is
     Italian fashion label specializing in
                                               inspired by traditional Han Chinese
     luxury goods for men and women
                                               clothing of the 1920s and 30s
     since 1913. The brand became a
                                               modernized for the 21st century. No
     premium status symbol in the 1990s.
                                               shoes — yet! Compete in handbags
                                               and accessories.


                                                                                    21
comparator brands
THEY’RE MUCH HARDER TO DEFINE
We look for brands that might:
•   Have similar cache.

•   Appeal to a kindred audience or market segment.

•   Be in the same industry, but have a radically different business
    model and/or target audience.

•   Be aspirational.

•   Have analogous history.

•   Be faced with similar challenges.




                                                                       22
jimmy choo comparators
UNIQUELY DIFFERENT BUT RELEVANT

     Toms Shoes                               W Hotels
     Inexpensive, casual footwear based on    Starwood's luxury boutique hotel
     the Argentine alpargata design. The      brand. Marketed towards a younger
     opposite of haute couture. For every     crowd. Spare, minimalist modern
     pair of Toms Shoes purchased, Friends    decor and hip, informal names such as
     of Toms, a non-profit affiliate, gives a   the "Living Room" for the lobby.
     pair of new shoes to a child in need.    Concierge service is called “Whatever,
                                              Whenever.”


     Virgin Atlantic Airways                  Vertu
     Cool, sexy and glamourous. Harkens       Manufacturer of luxury mobile phones.
     back to a bygone era of travel with      Prices range from $5,500 to
     perfectly primped flight attendants.      $330,000+. The screens are made of
     The biggest fully flat bed, an in-flight   ultra-thin sapphire crystal that takes
     bar, and London terminals equipped       fifteen days to create. Every key is
     with salons to help you get properly     individually ground and cut from
     coiffed before or after a flight.         sapphire. Known for exquisite
                                              attention to detail.




                                                                                 23
exploring the
DIGITAL ECOSYSTEM
                    24
you’re a scientist
UNCOVER THE FACTS
Listen to what your client tells you about their
industry, business and competition — but don’t
draw conclusions.
Dismiss previous assumptions.
Suspend belief.
Probe for as much information as possible — from
the client and the digital ecosystem.
Let the evidence guide you.

                                                   25
you’re a scientist
BE METHODICAL IN YOUR APPROACH
Always work with a partner.
Take copious notes.
Screen cap EVERYTHING.
Engage in detailed reviews with your partner.
Reference the Areas of Inquiry and the Customer
Journey often.
Score each brand against each Area of Inquiry.


                                                  26
click & capture
GO EVERYWHERE & FOLLOW EVERY LINK
Explore the brand.
•   At a high level, get a sense for the brand.

•   Learn about the breadth and depth of their offerings.

•   Understand the digital brand presence.

•   Engage with the brand in as many channels and forums as
    possible.

•   Audit the digital ecosystem for tone, voice and intent.




                                                              27
click & capture
GO EVERYWHERE & FOLLOW EVERY LINK
Pick a product or service.
•   Learn about it.

•   Try to buy it.

•   Use it like the target audience does.

•   Try to get it serviced or repaired.

•   Find the manual.

•   Find user forums.

•   Find support forums and online communities.

•   Engage with users.

                                                  28
click & capture
LEAVE THE .COM




                  29
click & capture
COLLECT. ANALYZE. UNDERSTAND.




                                30
prepare to be surprised
BRANDS TELL UNEXPECTED STORIES
Look again — literally. Do a visual scan of your
screen caps.
Discuss your findings.
Revisit the online channels as necessary to validate
and verify your findings and your hypotheses.




                                                       31
prepare to be surprised
BRANDS TELL UNEXPECTED STORIES
Revisit the areas of inquiry and the stages of the
customer journey AGAIN.
Was your client right?
•   About their own digital ecosystem?
•   About their competition?

What did you learn?




                                                     32
telling
THE STORY
            34
initial perceptions
DESCRIBE THESE BRANDS




                        34
listen to the brand
JIMMY CHOO CROWD SOURCES STYLE
listen to the brand
TOMS IS A MOVEMENT FOR GLOBAL GOOD




                                     36
high-level analysis
SHOW US YOUR SHOES
JIMMY CHOO                             TOMS
Growing social engagement with         Massive social engagement.
participatory contests and crowd-
sourced photos.                        Customers *love* the brand.

Aspirational brand with a strong fan   Wearing TOMS is a statement about
base.                                  giving and caring.

Clear desire for engagement from       Makes consumerism feel good.
customers and fans.

Choo 24:7 mixes elite fashion with
aspiring fashionistas.




                                                                           37
recommendation
CREATE TWO-WAY DIALOGUE*
With 1.2 million fans on Facebook and 99,000
followers on Twitter, Jimmy Choo has a large
interested and socially active fan base.
Engage in more two-way dialogue.
Respond to fans.
Create opportunities for fans to “live chat” with
designers and fashion critics via Facebook forums
or similar.

*Based on a very high-level and rapid ecosystem scan performed specifically for this presentation.
No review of competitor sites was performed.
                                                                                                    38
Is this what you
expected from Jimmy
Choo or TOMS?
                      40
initial perceptions
DESCRIBE THESE BRANDS




                        40
listen to the brand
APPLE IS FRIENDLY, CONFIDENT & ASSURING




                                          41
listen to the brand
IBM INSPIRES CHANGE




                      42
listen to the brand
CISCO IS SOCIAL, APPROACHABLE & HUMAN




                                        43
listen to the brand
SKYPE IS AN EDUCATION JUGGERNAUT
Is this what you expected
from each brand?
                            46
sample deliverable
COMPETITIVE & COMPARATIVE SCORECARD
                                                                                      Competitor Brands                                             Comparator Brands
                                                                        Brand            Brand          Brand             Brand        Brand        Brand           Brand              Brand
  Areas of Inquiry                                             Client
                                                                         “A”              “B”            “C”               “D”          “E”          “F”             “G”                “H”
 Findability
 (How easily can the company be found in the competitive
 landscape?)
                                                                3        4               4                3               3             4              4                3                4
 Acclimation
 (What is the company doing to acclimate
 prospects - features and experiences).
                                                                4        3               4                2               1             3              4                2                4
 Product Positioning
 (How are products/offers defined and differentiated             4        4               4                2               0             3              4                4                3
 in the market?)

 Monetization
 (What can be purchased online and how? What are the            4        3               3                3               1             4              3                2                3
 paths to monetization?)

 Usage and guidance
 (How does the company shepherd users through                   3        3               3                1               1             3              3                1                4
 the purchase/application/registration process)

 Support Content & Availability
 (is the content available, contextual and appropriate?
                                                                4        3               2                2               3             3              3                3                4
 Does the site provide multiple ways to get help?)

 Engagement
 (Site engagement and interaction nuance as well as             2        4               3                1               1             3              4                1                3
 communication style along multiple touch-points)

 Digital Channel
 (To what extent are digital channels leveraged - e.g.
                                                                1        3               2                1               1             2              4                2                4
 websites, social media, partnerships, content syndication?)

 Experience Consistency
 (Is there consistency between messaging,
                                                                4        2               3                3               1             4              4                3                4
 graphics, etc?)

 Social & Community
 (Does the site support a community or sharing of
                                                                2        3               3                1               1             2              4                1                4
 information? Can users engage on social platforms?)

 Differential Treatment
 (Are each user type segmented within the experience?
                                                                2        4               3                2               3             2              3                1                4
 Is the experience tailored to differentiated users?)
                                                                        Competitive Analysis:                                            Comparative Analysis:
                                                                        Assessment of the strengths and weaknesses of current and        Assessment of the strengths and weaknesses of comparable
                        Score:                                          potential competitors, to provide both strategic context and     alternatives, processes, products, sets of data, or systems, to
                                                                        to identify opportunities.                                       provide both strategic context and to identify opportunities.
       Low 0        1 2          3 4 High
sample deliverables
DETAILS, ANALYSIS & PRESENTATION




                                   47
drawing
CONCLUSIONS
              49
qualitative                                     quantitative
PERCEPTION-BASED                      EVIDENCE-BASED
Methodology explores the “why”               Properly applied, the
and “how” of customer behavior        methodology should be very
and experience, as well as the          systematic, repeatable and
“what,” “where” and “when”           guided by the areas of inquiry




     Balanced approach that serves marketing, business
     and IT groups simultaneously.
     Outcomes represent a snapshot in time, but are
     based on definitive evidence.
     Hypotheses are validated through quantifiable
     metrics — particularly with regards to community
     and social engagement.
                                                                 49
yin and yang
BUILDING A BIGGER TOOLBOX
The competitive/comparative assessment is often
performed in conjunction with another proprietary
methodology called Flow Score.
Attraction – How are visitors reaching the site?

Attention – How do visitors interact with the site?

Appeal – How do visitors react to the site within social media?

Benefit – How does the site affect a visitor’s opinion of the company?

Impact – How does the site drive visitors to complete desired actions?




                                                                         50
yin and yang
SIMILAR PROCESS, DIFFERENT LENS




                                  51
insight & inspiration
IT’S A TWO-FOR-ONE, GUARANTEED
We use the competitive/comparative methodology
to gain insights and to inspire our team - as well as
our clients.
We expect to be amazed when we start a new
project.
We know clients will be astounded by the
outcomes.




                                                        52
inspiration abounds
EVERY JOURNEY IS A LEARNING EXPERIENCE
“I had no idea we were competing against [brand].”
“I’m amazed at the social presence of [brand]. We’re
nowhere near that.”
“Thank you. I can use this information to make sure
this project is properly funded.”

“I wouldn’t have thought to use Facebook as a
platform for support and continuing education for
our customers.”
“Fascinating.”

                                                       53
Thank you.



             mberryman@thinkinc.com
                  @MicBerryman

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The Comparative Context: Journeys Across the Digital Ecosystem

  • 1. the comparative context JOURNEYS ACROSS THE DIGITAL ECOSYSTEM Michelle S Berryman, FIDSA mberryman@thinkinc.com @MicBerryman 30 August 2012
  • 2. AGENDA FOR TODAY Setting the Stage Defining the Customer Journey Identifying Competitors & Comparators Exploring the Digital Ecosystem Telling the Story Drawing Conclusions 2
  • 5. We were working for a consumer electronics company. They made a lot of products. Some of them competed with this. 5
  • 6. Their products were sold online • Through their website • Through online retailers such as Amazon.com, Buy.com, Newegg.com, etc. • Through online channels for traditional retail outlets such as And in brick & mortar Best Buy, Costco, Target, etc. retail outlets • Through online channels for wireless carriers (in some cases) • Traditional retailers and wireless carriers • They had no physical retail presence of their own 6
  • 7. They hired us to provide insight into how they could deliver a better web experience for their customers. 7
  • 8. Independent of this assignment, we had some ideas and a general philosophy that guided our thinking — and still does. 8
  • 9. We believe a website doesn’t just compete with other websites in its category. 9
  • 10. It competes with Nike+, Amazon, Skype, Mint, CNN and 100,000 other sites, social channels, apps and digital moments. 10
  • 11. We thought about this, and sketched out the genesis of a new methodology. 11
  • 12. the original idea: MAP THE JOURNEY TO THE NEED. COMPARE ACROSS COMPANIES. MEASURE THE EXPERIENCE. IDENTIFY OPPORTUNITIES. 12
  • 14. this is our mental model SIMPLE, CLEAN & DIRECT A I have a need. B I’ve found a solution. 14
  • 15. this is reality SO MANY CHOICES & DISTRACTIONS A B
  • 16. the journey doesn’t end at the solution WE CREATE A RELATIONSHIP WITH THE BRAND Consideration Transact Use Expand Phase Agnostic I have a need I’ve found a I use it. I need to replace it. Are there reasons for a product solution that to interact with the or service. matches my needs. How do I . . . ? I want another brand on an on- one. going basis? I buy it. Can I . . . ? Should I buy the What is the brand I want to . . . same one again? doing to maintain my awareness I need to . . . Is there a newer level? one? How is the brand Should I buy a building passion or different brand? loyalty with me? 16
  • 17. basic methodology GO DEEP & GO BROAD Consideration Transact Use Expand Phase Agnostic Findability: Monetization: Usage: Engagement: Digital Channel Usage: • Once a user establishes • What are the paths to • How does the company • Are there relationship- • To what extent are digital a need, how easily can monetization and how help customers based efforts to keep channels leveraged (e.g. the company be found are they presented (e.g. maximize their customers loyal website, social media, within the competitive click to chat, trial offer, experience? between purchases? partnerships, content landscape? buy, etc.)? • Are training or • Is there a compelling syndication)? • What can be purchased educational services reason to interact with Acclimation: online and how? offered? the company on an Experience Consistency: • How is the company ongoing basis between • How consistent is the acclimating prospects Support: purchases/transactions? experience across digital (features and • How is support and channels? experiences)? customer service • How integrated/aligned is positioned? the brand throughout the Product Positioning: • What primary support experience • How are offerings interactions are positioned/leveraged? offered? Social/Community: • How are offerings • Are there ways to interact presented alone and with the brand on social integrated together? platforms? • Are offerings shown in a • How are social/community comparative context interactions handled? with competitive • Are they integrated with offerings? accepted platforms? Differential Treatment: • To what extent are customers differentially treated?
  • 20. identifying competitors THIS PART IS EASY Clients generally have a pretty good idea about their competitive set. It’s our job to look beyond their list to find those companies from which a client can learn. And we need to apply both macro and micro lenses. 20
  • 21. jimmy choo competitors SIMILAR PRODUCTS AT SIMILAR PRICES Christian Louboutin Christian Dior One of the world’s top fashion houses Luxury women’s footwear. Signature and largest luxury groups. Owns Louis red lacquered soles. Luxury Institute’s Vuitton. Founded in 1946. Marlene “Most Prestigious Women’s Shoes” Dietrich wore Dior. New .com site 2007, 2008 & 2009 launched in 2011. Manolo Blahnik Brian Atwood Luxury women’s footwear since 1972. Couture fashion designer known for Blahnik stilettos have become symbols thigh-high boots. “High chic. High of pure classical style for the 21st drama. High heels.” (.com is in century. Famously worn by “Sex and development) the City” character, Carrie Bradshaw. PRADA Shanghai Tang China’s only luxury brand. Style is Italian fashion label specializing in inspired by traditional Han Chinese luxury goods for men and women clothing of the 1920s and 30s since 1913. The brand became a modernized for the 21st century. No premium status symbol in the 1990s. shoes — yet! Compete in handbags and accessories. 21
  • 22. comparator brands THEY’RE MUCH HARDER TO DEFINE We look for brands that might: • Have similar cache. • Appeal to a kindred audience or market segment. • Be in the same industry, but have a radically different business model and/or target audience. • Be aspirational. • Have analogous history. • Be faced with similar challenges. 22
  • 23. jimmy choo comparators UNIQUELY DIFFERENT BUT RELEVANT Toms Shoes W Hotels Inexpensive, casual footwear based on Starwood's luxury boutique hotel the Argentine alpargata design. The brand. Marketed towards a younger opposite of haute couture. For every crowd. Spare, minimalist modern pair of Toms Shoes purchased, Friends decor and hip, informal names such as of Toms, a non-profit affiliate, gives a the "Living Room" for the lobby. pair of new shoes to a child in need. Concierge service is called “Whatever, Whenever.” Virgin Atlantic Airways Vertu Cool, sexy and glamourous. Harkens Manufacturer of luxury mobile phones. back to a bygone era of travel with Prices range from $5,500 to perfectly primped flight attendants. $330,000+. The screens are made of The biggest fully flat bed, an in-flight ultra-thin sapphire crystal that takes bar, and London terminals equipped fifteen days to create. Every key is with salons to help you get properly individually ground and cut from coiffed before or after a flight. sapphire. Known for exquisite attention to detail. 23
  • 25. you’re a scientist UNCOVER THE FACTS Listen to what your client tells you about their industry, business and competition — but don’t draw conclusions. Dismiss previous assumptions. Suspend belief. Probe for as much information as possible — from the client and the digital ecosystem. Let the evidence guide you. 25
  • 26. you’re a scientist BE METHODICAL IN YOUR APPROACH Always work with a partner. Take copious notes. Screen cap EVERYTHING. Engage in detailed reviews with your partner. Reference the Areas of Inquiry and the Customer Journey often. Score each brand against each Area of Inquiry. 26
  • 27. click & capture GO EVERYWHERE & FOLLOW EVERY LINK Explore the brand. • At a high level, get a sense for the brand. • Learn about the breadth and depth of their offerings. • Understand the digital brand presence. • Engage with the brand in as many channels and forums as possible. • Audit the digital ecosystem for tone, voice and intent. 27
  • 28. click & capture GO EVERYWHERE & FOLLOW EVERY LINK Pick a product or service. • Learn about it. • Try to buy it. • Use it like the target audience does. • Try to get it serviced or repaired. • Find the manual. • Find user forums. • Find support forums and online communities. • Engage with users. 28
  • 29. click & capture LEAVE THE .COM 29
  • 30. click & capture COLLECT. ANALYZE. UNDERSTAND. 30
  • 31. prepare to be surprised BRANDS TELL UNEXPECTED STORIES Look again — literally. Do a visual scan of your screen caps. Discuss your findings. Revisit the online channels as necessary to validate and verify your findings and your hypotheses. 31
  • 32. prepare to be surprised BRANDS TELL UNEXPECTED STORIES Revisit the areas of inquiry and the stages of the customer journey AGAIN. Was your client right? • About their own digital ecosystem? • About their competition? What did you learn? 32
  • 35. listen to the brand JIMMY CHOO CROWD SOURCES STYLE
  • 36. listen to the brand TOMS IS A MOVEMENT FOR GLOBAL GOOD 36
  • 37. high-level analysis SHOW US YOUR SHOES JIMMY CHOO TOMS Growing social engagement with Massive social engagement. participatory contests and crowd- sourced photos. Customers *love* the brand. Aspirational brand with a strong fan Wearing TOMS is a statement about base. giving and caring. Clear desire for engagement from Makes consumerism feel good. customers and fans. Choo 24:7 mixes elite fashion with aspiring fashionistas. 37
  • 38. recommendation CREATE TWO-WAY DIALOGUE* With 1.2 million fans on Facebook and 99,000 followers on Twitter, Jimmy Choo has a large interested and socially active fan base. Engage in more two-way dialogue. Respond to fans. Create opportunities for fans to “live chat” with designers and fashion critics via Facebook forums or similar. *Based on a very high-level and rapid ecosystem scan performed specifically for this presentation. No review of competitor sites was performed. 38
  • 39. Is this what you expected from Jimmy Choo or TOMS? 40
  • 41. listen to the brand APPLE IS FRIENDLY, CONFIDENT & ASSURING 41
  • 42. listen to the brand IBM INSPIRES CHANGE 42
  • 43. listen to the brand CISCO IS SOCIAL, APPROACHABLE & HUMAN 43
  • 44. listen to the brand SKYPE IS AN EDUCATION JUGGERNAUT
  • 45. Is this what you expected from each brand? 46
  • 46. sample deliverable COMPETITIVE & COMPARATIVE SCORECARD Competitor Brands Comparator Brands Brand Brand Brand Brand Brand Brand Brand Brand Areas of Inquiry Client “A” “B” “C” “D” “E” “F” “G” “H” Findability (How easily can the company be found in the competitive landscape?) 3 4 4 3 3 4 4 3 4 Acclimation (What is the company doing to acclimate prospects - features and experiences). 4 3 4 2 1 3 4 2 4 Product Positioning (How are products/offers defined and differentiated 4 4 4 2 0 3 4 4 3 in the market?) Monetization (What can be purchased online and how? What are the 4 3 3 3 1 4 3 2 3 paths to monetization?) Usage and guidance (How does the company shepherd users through 3 3 3 1 1 3 3 1 4 the purchase/application/registration process) Support Content & Availability (is the content available, contextual and appropriate? 4 3 2 2 3 3 3 3 4 Does the site provide multiple ways to get help?) Engagement (Site engagement and interaction nuance as well as 2 4 3 1 1 3 4 1 3 communication style along multiple touch-points) Digital Channel (To what extent are digital channels leveraged - e.g. 1 3 2 1 1 2 4 2 4 websites, social media, partnerships, content syndication?) Experience Consistency (Is there consistency between messaging, 4 2 3 3 1 4 4 3 4 graphics, etc?) Social & Community (Does the site support a community or sharing of 2 3 3 1 1 2 4 1 4 information? Can users engage on social platforms?) Differential Treatment (Are each user type segmented within the experience? 2 4 3 2 3 2 3 1 4 Is the experience tailored to differentiated users?) Competitive Analysis: Comparative Analysis: Assessment of the strengths and weaknesses of current and Assessment of the strengths and weaknesses of comparable Score: potential competitors, to provide both strategic context and alternatives, processes, products, sets of data, or systems, to to identify opportunities. provide both strategic context and to identify opportunities. Low 0 1 2 3 4 High
  • 49. qualitative quantitative PERCEPTION-BASED EVIDENCE-BASED Methodology explores the “why” Properly applied, the and “how” of customer behavior methodology should be very and experience, as well as the systematic, repeatable and “what,” “where” and “when” guided by the areas of inquiry Balanced approach that serves marketing, business and IT groups simultaneously. Outcomes represent a snapshot in time, but are based on definitive evidence. Hypotheses are validated through quantifiable metrics — particularly with regards to community and social engagement. 49
  • 50. yin and yang BUILDING A BIGGER TOOLBOX The competitive/comparative assessment is often performed in conjunction with another proprietary methodology called Flow Score. Attraction – How are visitors reaching the site? Attention – How do visitors interact with the site? Appeal – How do visitors react to the site within social media? Benefit – How does the site affect a visitor’s opinion of the company? Impact – How does the site drive visitors to complete desired actions? 50
  • 51. yin and yang SIMILAR PROCESS, DIFFERENT LENS 51
  • 52. insight & inspiration IT’S A TWO-FOR-ONE, GUARANTEED We use the competitive/comparative methodology to gain insights and to inspire our team - as well as our clients. We expect to be amazed when we start a new project. We know clients will be astounded by the outcomes. 52
  • 53. inspiration abounds EVERY JOURNEY IS A LEARNING EXPERIENCE “I had no idea we were competing against [brand].” “I’m amazed at the social presence of [brand]. We’re nowhere near that.” “Thank you. I can use this information to make sure this project is properly funded.” “I wouldn’t have thought to use Facebook as a platform for support and continuing education for our customers.” “Fascinating.” 53
  • 54. Thank you. mberryman@thinkinc.com @MicBerryman