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Experiential Planning Workbook Page 1 Experiential Planning Workbook Project: Date:

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1 Experiential Planning Workbook Page 1 Experiential Planning Workbook Project: Date:

2 Experiential Planning Workbook Page 2 The Workbook Other related documents To help with the process of learning about, and implementing, Experiential Planning we have created a series of related documents, as outlined below. Up to date copies of all the documents will be found in the Sweetshop under Experiential Planning. The flying manual This contains an explanation of each of the main stages and steps of Experiential Planning. It also explains how the workbook is used to apply experiential planning to specific projects. Please make sure you’re using the latest available version Workbook, this will continue to evolve. Workbook contents How to... Scorecard Discover Plan Create Activate Optimise About this document The workbook is designed to be a working document that can be used to collect, distil and share the critical information and insights at each stage of the Experiential Planning process. The workbook for a project will also create a record of the Experiential Planning aspects of a project making it easier to share insights, learning and new ideas for how to expand and enhance the process. The Workbook also includes templates for all the main content and output involved in following the experiential planning framework. The idea is that we fill out these templates where appropriate and use these to report / share the information both internally and externally. The formal process of the workbook is intended to give structure and consistency to what we do. However we need to be very careful to make sure that we don’t let this structure restrict our individual ability to use intuition and originality in creating insights and effective planning. So we need to see the elements defined here as purely a starting point and feel free to add materials, ideas, references and evidence in whatever form is most appropriate to the project and it’s needs. The quickstart guide A very brief overview of all the main tools and templates. Use this as a quick aide memoir about the stages and the processes.

3 Experiential Planning Workbook Page 3 First make a copy of the workbook and place it where everyone involved can have access to it. Re-title the file along the lines: Workbook Prod SmithCo. Make this the master and file dated copies somewhere safe, at sensible intervals, in case someone deletes or over-writes all your hard work by mistake! Try to avoid creating multiple versions, containing different data, as this will undermine the process. Use the workbook as a prompt for each stage and begin adding material. The templates provided are only intended as a starting point. If you have better ways to express the information, or a richer way for exploring particular aspects of say the brand or the touchpoints, feel free to add these. But please add them to the workbook, even if this just means pasting in text, images or screen grabs. How to use the Workbook Scorecard Chapter and section details Template sections to be filled in for your particular project When you want to share the information – say at the end of the discover stage – simply hide all the frames except those that are currently relevant and present as PowerPoint or boards. The file will become quite large so if you want to to a client simply make a copy of the frames you need. Use a short version (deleting or hiding the pages you don’t need) for presenting work in progress – internally or externally – as part of the project Use the workbook as a working document that evolves with the project

4 Experiential Planning Workbook Page 4 The scorecard Scorecard Use this scorecard to evaluate potential projects and monitor our use of Experiential Planning at each stage as it is applied. The project scorecard should remain as part of the workbook for that project, within the job file. To allocate a score or scope level: select the main shape in the frame, press the shift button, mouse over the boxes you want to colour in (to indicate the desired level of each criteria) and select a fill colour.

5 Experiential Planning Workbook Page 5 Experiential Planning scorecard Scorecard Discover Plan Innovate Activate Optimise ExP potential Scoping = not at all5 = fully Overall ExP rating Discover Plan Innovate Activate Optimise Scoring Persona Touchpoint audit Measurement plan Plan Valuweight Touchpoint design Message map Innovate Think like the CEO Battlefield Brand exp audit Discover Data gathering Optimise Report & index Data-led advice Tracking On-plan Activate Contd. Exp focus 1 = not at all5 = fully 1 = not at all5 = fully

6 Experiential Planning Workbook Page 6 Experiential Planning scorecard Scorecard Discover Plan Innovate Activate Optimise ExP potential Scoping = not at all5 = fully Overall ExP rating Discover Plan Innovate Activate Optimise Scoring Persona Touchpoint audit Measurement plan Plan Valuweight Touchpoint design Message map Innovate Think like the CEO Battlefield Brand exp audit Discover Data gathering Optimise Report & index Data-led advice Tracking On-plan Activate Contd. Exp focus 1 = not at all5 = fully 1 = not at all5 = fully

7 Experiential Planning Workbook Page 7 The discover stage Discover | Introduction discover Business goals and context Brand and organisational direction Business challenges Important stakeholders & their current experience Tools Think like a CEO The Battlefield Brand Experience Audit Account Leader Opportunity Brief

8 Experiential Planning Workbook Page 8 Lead the market by offering the best virtualization solutions. Set the virtualization agenda through thought leadership Think like a CEO - What are the company’s goals at the highest level (A1) What are the overall business goals, purpose, vision etc (A2) Why has this not yet been achieved already? What are the biggest barriers? (A3) Background information / quotes / research etc 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. Add text Discover | Think like a CEO 1/5 Notes

9 Experiential Planning Workbook Page 9 Notes Think like a CEO - What is the positioning and direction for the brand (B1) What are the company’s objectives for the brand? Add text (B2) How is the brand currently defined and how is it differentiated from competitors? (B3) Is the brand idea and promise aligned with the company’s longer term goals? 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. Discover | Think like a CEO 2/5

10 Experiential Planning Workbook Page 10 Think like a CEO - Which stakeholders most influence the brand’s success (C1) Who are the brand’s key stakeholders? Add text (C2) What is the brand promise to each stakeholder group? (C3) What does the brand promise stand for in their minds? Add text Discover | Think like a CEO 3/5 Notes

11 Experiential Planning Workbook Page 11 Think like a CEO - What’s the current engagement landscape (D1) What touchpoints connect the brand to its key stakeholders? Add text (D2) What is the current communications strategy / plan for the brand? Add text Discover | Think like a CEO 4/5 Notes

12 Experiential Planning Workbook Page 12 Think like a CEO - What’s competitive environment (E1) How is the brand currently performing? Add text (E2) Define the brand’s enemies. What are they doing better? Add text Discover | Think like a CEO 5/5 (E3) What is happening in the category that we need to shake up? Add text Notes

13 Experiential Planning Workbook Page Battlefield grid - template Discover | Battlefield Our ClientCompetitors Notes

14 Experiential Planning Workbook Page 14 Our ClientCompetitors Battlefield compass - template Discover | Battlefield variable #6 variable #7 variable #1 variable #2 variable #3 variable #4variable #5 variable # Notes

15 Experiential Planning Workbook Page Battlefield grid - example Discover | Battlefield Our ClientCompetitors Notes

16 Experiential Planning Workbook Page 16 Our ClientCompetitors Battlefield compass - example Discover | Battlefield variable #6 variable #7 variable #1 variable #2 variable #3 variable #4variable #5 variable # Notes

17 Experiential Planning Workbook Page 17 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: 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? Discover | Brand Experience Audit 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 PowerPoint

18 Experiential Planning Workbook Page 18 Brand promise - template Discover | Brand Experience Audit | Brand promise the brand promise is... “ ” Notes

19 Experiential Planning Workbook Page Touchpoint map - template Discover | Brand Experience Audit | Touchpoints Notes

20 Experiential Planning Workbook Page 20 Touchpoint analysis - template Discover | Brand Experience Audit | Touchpoints Performance + Importance Notes

21 Experiential Planning Workbook Page Touchpoint map - example Discover | Brand Experience Audit | Touchpoints Touchpoint description here Touchpoint description here etc. Notes

22 Experiential Planning Workbook Page 22 Touchpoint analysis - example Discover | Brand Experience Audit | Touchpoints Touchpoint notes here... Performance + Importance Notes

23 Experiential Planning Workbook Page 23 Passionates Who are your most important stakeholders? Add text What are their passions? Who do they influence? Add text Discover | Brand Experience Audit | Passionates What are their current attitudes and behaviours Add text What are their most important brand touchpoints? Add text Notes

24 Experiential Planning Workbook Page 24 Step 4 experience What engages them? (specific to this brand or business idea / or generally) Discover | Brand Experience Audit | Experience How well does the current brand experience engage them (what characterizes it ) and how well does express the brand promise? Add text Passionates Most influential stakeholders Add text..... What action do we want them to take? What change do we want to achieve in their perceptions? What action currently results? What change, if any, is achieved by the existing experience? Add text

25 Experiential Planning Workbook Page 25 Step 4 experience What engages them? (specific to this brand or business idea / or generally) Discover | Brand Experience Audit | Experience How well does the current brand experience engage them (what characterizes it) and how well does express the brand promise? Add text Passionates Most influential stakeholders Add text.....

26 Experiential Planning Workbook Page 26 Step 4 experience Discover | Brand Experience Audit | Experience Passionates Most influential stakeholders Add text..... What action do we want them to take? What change do we want to achieve in their perceptions? What action currently results? What change, if any, is achieved by existing experience? Add text

27 Experiential Planning Workbook Page 27 Step 5 evaluation Reaching the right influencers – measurement techniques and results now: Discover | Brand Experience Audit | Evaluation Creating the right engagement – measurement techniques and results now: Evaluating ROE – measurement criteria and results now: Evaluating ROI – measurement criteria and results now: Stimulating the right action – measurement techniques and results now Add text passionatesengagement action Notes

28 Experiential Planning Workbook Page 28 Opportunity brief Discover | Opportunity 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 1) What is the opportunity? 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 7) Who are we trying to reach? Add text

29 Experiential Planning Workbook Page 29 The plan stage Plan | Introduction plan Experiential Platform Experiential insights Stakeholder definition Touchpoint mapping Success criteria definition Measurement planning Brand insight Tools Persona Touchpoint Audit Measurement Plan

30 Experiential Planning Workbook Page 30 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 Plan | Passionates persona 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 Add text pic

31 Experiential Planning Workbook Page 31 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 Plan | Passionates persona 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. “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.” 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

32 Experiential Planning Workbook Page 32 Touchpoint Plan: Plan | Touchpoint Plan Best experience Neutral On-line experience Venue usage & pathfinding General Sessions Breakouts & Labs Solutions Exchange Networking Party Logistics & delegate management Revenue generation 1 Branding & application

33 Experiential Planning Workbook Page 33 Touchpoint Plan: Plan | Touchpoint Plan Best experience Neutral On-line experience Venue usage & pathfinding General Sessions Breakouts & Labs Solutions Exchange Networking Party Logistics & delegate management Revenue generation 1 Branding & application

34 Experiential Planning Workbook Page 34 Touchpoint Plan. Example: Plan | Touchpoint Plan Love the brand Hate the brand Neutral about the brand Engage with the brand promotion Decide to purchase the product Disappointing purchase process Great packaging on arrival Over complex instructions Easy to get started with product Poor information about accessories Great functionality and easy operation Good product upgrades Mapping the existing experience

35 Experiential Planning Workbook Page 35 Touchpoint Plan. Example: Plan | Touchpoint Plan Love the brand Hate the brand Neutral about the brand 1 2 Improved Touchpoints Improved and new Touchpoints Touchpoints identified for most important improvement Mapping the potential improved experience 3 Touchpoints identified for most important improvement

36 Experiential Planning Workbook Page 36 Measurement Plan: Plan | Measurement Plan ObjectivesSuccess CriteriaMeasuresMetricsForecast Results Stakeholder: Objective: Stakeholder: Objective: Stakeholder: Objective:

37 Experiential Planning Workbook Page 37 Measurement Plan. Example: Plan | Measurement Plan ObjectivesSuccess CriteriaMeasuresMetricsForecast Results Stakeholder: Call Center Employees Objective: Increase brand commitment Positive shift in brand advocacy across employee population Organizational Commitment Questionnaire (QCQ); Continuance Commitment Scale (CCS) (Porter, Meyer) Brand Behavior Segmentation Matrix XX% Increase in brand Champions XX% decrease in brand Saboteurs Stakeholder: Brand Champions Objective: Improve service encounter Improved customer satisfaction Customer Satisfaction Score (Citi) Rate of change in CSSXX% increase in customer satisfaction scores, by target dates. Stakeholder: Customers Objective: Increase Brand recommendation Positive shift in customer recommendation # of Promoters # of Detractors Net Promoter Score (Reicheld) XX% increase in NPS Score

38 Experiential Planning Workbook Page 38 Experiential Platform 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. Add text 3) Who are the Passionates we want to engage with it? Who they are, especially their passions and behaviors. (Include reference to Persona) Add text 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 4) What’s the key insight? A unique and ownable idea based on insights into the brand and Passionates. It’s the guiding principle that underpins the brand experience. 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” 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

39 Experiential Planning Workbook Page 39 The innovate stage Innovate | Introduction innovate Proposal / Blueprint Idea generation and testing Creative concepts and solutions Touchpoint framework Experiential planning Channel selection Feasibility analysis Tools Valuweight

40 Experiential Planning Workbook Page 40 Example Valuweight – creating a path to passionate engagement Innovate | Valuweight VisibilityCommunityContentWayfindingGrowthAvg. General Sessions Breakouts / Hands-On Labs Solutions Exchange Networking / Party Average Value 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low Experiences Desired outcomes

41 Experiential Planning Workbook Page 41 Example Valuweight. Example: defining criteria and evaluating experiences Innovate | Valuweight Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocatesAvg. Ambient installations Stand alone interactives Walk-in local experiences and product channels blog, news, activity and community site Local ‘hit squad’ doorstep visits Average Value 5 Exceptional 4 Above average 3 Average 2 Below Average 1 Low Experiences Desired outcomes

42 Experiential Planning Workbook Page 42 Example Valuweight. Example: analyzing the balance and cumulative effect Innovate | Valuweight Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocatesAvg. Ambient installations Stand alone interactives Walk-in local experiences and product channels blog, news, activity and community site Local ‘hit squad’ doorstep visits Average Value Exceptional 4 Above average 3 Average 2 Below Average 1 Low Experiences Desired outcomes

43 Experiential Planning Workbook Page 43 Example Valuweight. Example: Evaluating each experience Innovate | Valuweight Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocatesAvg. Ambient installations Stand alone interactives Walk-in local experiences and product channels blog, news, activity and community site Local ‘hit squad’ doorstep visits Average Value Exceptional 4 Above average 3 Average 2 Below Average 1 Low Experiences Desired outcomes

44 Experiential Planning Workbook Page 44 Valuweight. Example: Projecting level of delivery for each criteria Innovate | Valuweight Create mass awareness Create experiential brand insights Engage consumers with the product Stimulate and online community Establish community of advocatesAvg. Ambient installations Stand alone interactives Walk-in local experiences and product channels Blog, news, activity and community site Local ‘hit squad’ doorstep visits Average Value Exceptional 4 Above average 3 Average 2 Below Average 1 Low Experiences Desired outcomes

45 Experiential Planning Workbook Page 45 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 | Introduction 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

46 Experiential Planning Workbook Page 46 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 | Introduction optimise Measurement analysis and interpretation Measurement management Evaluation resources Data analysis & interpretation Reporting Insights, learning and action planning Report & On-going advice

47 Experiential Planning Workbook Page 47 Engagement 3D evaluator: Plan | Measurement Plan 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

48 Experiential Planning Workbook Page 48 Engagement 3D evaluator: Plan | Measurement Plan 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

49 Experiential Planning Workbook Page 49 Engagement 3D evaluator: Plan | Measurement Plan 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

50 Experiential Planning Workbook Page 50 Experiential Planning scorecard Scorecard Discover Plan Innovate Activate Optimise ExP potential Scoping = not at all5 = fully Overall ExP rating Discover Plan Innovate Activate Optimise Scoring Persona Touchpoint audit Measurement plan Plan Valuweight Touchpoint design Message map Innovate Think like the CEO Battlefield Brand exp audit Discover Data gathering Optimise Report & index Data-led advice Tracking On-plan Activate Contd. Exp focus 1 = not at all5 = fully 1 = not at all5 = fully


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