1. Science of Nurture Exercise Session 3 Module 5

2. 2 Session Three: Defining Content and Asset Needs Exercise

3. 3 Module 5 – Exercise – Filling the asset gaps Write a Content Brief for missing content, based on your Nurture Worksheet You’ll need to use the standard Content Brief For the purpose of this exercise, we’re illustrating select portions of the document using the Nurture Worksheet, Persona and Planning for Interactions (this will be on the program guidance hubs in Q4/Q1), not deliverable due dates and other information normally included Planning for InteractionsPersona Nurture Worksheet

4. 4 Identify where the Asset gaps are on the Nurture Worksheet BQDMake the CaseCollaborate with Experts Buyer Journey LearnSolveComparePurchase Hurdles L1:Pressured by senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities L2:Views himself as a marketer, not an expert in data security or technology solutions L3:No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice S1:Problems are ambiguous and require input from multiple stakeholders within the company S2:Unaware of technological developments and tends to choose tools he’s already familiar with S3:As a Vice President, he is expected to develop his own structured problem solving system and lacks guidance S4:Limited financial resources and overloaded schedule C1:Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements C2:Distrusts salespeople and prefers objective commentary by third-party experts or customizable reviews C3:Needs data that makes the business case for the product by demonstrating potential impact on margins P1:Each procurement proposal requires a formal business case P2:Must build support from other internal stakeholders P3:Proposal review committee meets quarterly, so proposals rarely maintain momentum Format Comparative literature, reviews / ratings, online demos, videos, Web-based events, white papers Case studies, Web-based events, white papers Comparative literature, online demos, product trial Case studies, comparative literature, reviews/ratings, online demos, product trial, videos Interaction Community sites, direct mail, industry analyst firms, industry news Websites, industry trade shows or conferences, newsletters, online advertising, peers and colleagues (WOM), social media Industry analyst firms, peers and colleagues (WOM), searches Industry analyst firms, industry trade shows or conferences, peers and colleagues (WOM), sales presentations, searches, vendor Websites Community sites, peers and colleagues (WOM) Asset L1.The Interactive Marketing eBook L2.11 Key Marketing Trends for 2011 (video & white paper) L3.NEW CONTENT (To be developed) S1.NEW CONTENT (To be developed) S2.Managing Marketing Change and Complexity – Successful New Strategies for CMOs S3.IBM Coremetrics Benchmark S4.NEW CONTENT (To be developed) C1."Sirius Decisions Vendor profile Unica“ C1.IHG Video Case Study C2.Gartner Magic Quadrant for CRM Multichannel Campaign Management C2.The Forrester Wave™: Cross- Interaction Method Campaign Management, Q4 2009 C2."The Forrester Wave™: Web Analytics, Q4 2011” C3."Forrester Marketing Technology Adoption 2011” P1.Case Study: How SNS Bank Put The Web at the Heart of its New Multichannel Strategy P2.NEW CONTENT (To be developed) P3.NEW CONTENT (To be developed) Here is one gap – we can see there are three hurdles… …but we only have one asset mapped to just one of the hurdles

5. 5 Decide which hurdle to develop asset(s) for BQDMake the CaseCollaborate with Experts Buyer Journey LearnSolveComparePurchase Hurdles L1:Pressured by senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities L2:Views himself as a marketer, not an expert in data security or technology solutions L3:No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice S1:Problems are ambiguous and require input from multiple stakeholders within the company S2:Unaware of technological developments and tends to choose tools he’s already familiar with S3:As a Vice President, he is expected to develop his own structured problem solving system and lacks guidance S4:Limited financial resources and overloaded schedule C1:Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements C2:Distrusts salespeople and prefers objective commentary by third-party experts or customizable reviews C3:Needs data that makes the business case for the product by demonstrating potential impact on margins P1:Each procurement proposal requires a formal business case P2:Must build support from other internal stakeholders P3:Proposal review committee meets quarterly, so proposals rarely maintain momentum Format Comparative literature, reviews / ratings, online demos, videos, Web-based events, white papers Case studies, Web-based events, white papers Comparative literature, online demos, product trial Case studies, comparative literature, reviews/ratings, online demos, product trial, videos Interaction Community sites, direct mail, industry analyst firms, industry news Websites, industry trade shows or conferences, newsletters, online advertising, peers and colleagues (WOM), social media Industry analyst firms, peers and colleagues (WOM), searches Industry analyst firms, industry trade shows or conferences, peers and colleagues (WOM), sales presentations, searches, vendor Websites Community sites, peers and colleagues (WOM) Asset L1.The Interactive Marketing eBook L2.11 Key Marketing Trends for 2011 (video & white paper) L3.NEW CONTENT (To be developed) S1.NEW CONTENT (To be developed) S2.Managing Marketing Change and Complexity – Successful New Strategies for CMOs S3.IBM Coremetrics Benchmark S4.NEW CONTENT (To be developed) C1."Sirius Decisions Vendor profile Unica“ C1.IHG Video Case Study C2.Gartner Magic Quadrant for CRM Multichannel Campaign Management C2.The Forrester Wave™: Cross- Interaction Method Campaign Management, Q4 2009 C2."The Forrester Wave™: Web Analytics, Q4 2011” C3."Forrester Marketing Technology Adoption 2011” P1.Case Study: How SNS Bank Put The Web at the Heart of its New Multichannel Strategy P2.NEW CONTENT (To be developed) P3.NEW CONTENT (To be developed) …therefore we develop content for the second hurdle (or third hurdle)

6. 6 Using the Nurture Worksheet, what information do you include in the “Overview” section of the Content Brief? Choose all that apply

7. 7 The next step is to find the correct format BQDMake the CaseCollaborate with Experts Buyer Journey LearnSolveComparePurchase Hurdles L1:Pressured by senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities L2:Views himself as a marketer, not an expert in data security or technology solutions L3:No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice S1:Problems are ambiguous and require input from multiple stakeholders within the company S2:Unaware of technological developments and tends to choose tools he’s already familiar with S3:As a Vice President, he is expected to develop his own structured problem solving system and lacks guidance S4:Limited financial resources and overloaded schedule C1:Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements C2:Distrusts salespeople and prefers objective commentary by third-party experts or customizable reviews C3:Needs data that makes the business case for the product by demonstrating potential impact on margins P1:Each procurement proposal requires a formal business case P2:Must build support from other internal stakeholders P3:Proposal review committee meets quarterly, so proposals rarely maintain momentum Format Comparative literature, reviews / ratings, online demos, videos, Web-based events, white papers Case studies, Web-based events, white papers Comparative literature, online demos, product trial Case studies, comparative literature, reviews/ratings, online demos, product trial, videos Interaction Community sites, direct mail, industry analyst firms, industry news Websites, industry trade shows or conferences, newsletters, online advertising, peers and colleagues (WOM), social media Industry analyst firms, peers and colleagues (WOM), searches Industry analyst firms, industry trade shows or conferences, peers and colleagues (WOM), sales presentations, searches, vendor Websites Community sites, peers and colleagues (WOM) Asset L1.The Interactive Marketing eBook L2.11 Key Marketing Trends for 2011 (video & white paper) L3.NEW CONTENT (To be developed) S1.NEW CONTENT (To be developed) S2.Managing Marketing Change and Complexity – Successful New Strategies for CMOs S3.IBM Coremetrics Benchmark S4.NEW CONTENT (To be developed) C1."Sirius Decisions Vendor profile Unica“ C1.IHG Video Case Study C2.Gartner Magic Quadrant for CRM Multichannel Campaign Management C2.The Forrester Wave™: Cross- Interaction Method Campaign Management, Q4 2009 C2."The Forrester Wave™: Web Analytics, Q4 2011” C3."Forrester Marketing Technology Adoption 2011” P1.Case Study: How SNS Bank Put The Web at the Heart of its New Multichannel Strategy P2.NEW CONTENT (To be developed) P3.NEW CONTENT (To be developed) Define the format

8. 8 Using the Persona, which Formats would you select in the “What type of asset needs to be developed” section of the Content Brief? Choose all that apply Purchase P1: Each procurement proposal requires a formal business case P2: Must build support from other internal stakeholders P3: Proposal review committee meets quarterly, so proposals rarely maintain momentum Case studies, comparative literature, reviews/ratings, online demos, product trial, videos Community sites, peers and colleagues (WOM) P1. Case Study: How SNS Bank Put The Web at the Heart of its New Multichannel Strategy P2. NEW CONTENT (To be developed) P3. NEW CONTENT (To be developed)

9. 9 Next we have to locate information for our target audience. Where do we locate this?

10. 10 FORMAT Learn Solve Compare Purchase Case studies  Comparative literature  Reviews/ratings  Online demos  Product trial  Videos  Web-based events White papers  INTERACTION Learn Solve Compare Purchase Community sites Direct mail  Industry analyst firms  Trade shows/conferences  Newsletters Online advertising Peers and colleagues  Press advertising Sales calls Sales presentations  Web searches   Social media  Vendor Websites Websites  DOUG BARESI Title: VP of Marketing Industry: Retail Company Size: Midsize International More than 3/4 of respondents say that peers influence their purchase decisions, more than any other media or information source. Doug works for a hard-goods retailer based in the United States. The company launched an e-commerce site through a platform two years ago, and now there is pressure from senior management to drive revenue from the data the loyalty program collects. There has also been discussion of how the company should address the growing mobile shopping trend. Doug’s role as VP of Marketing ranges from strategic partnerships to supporting the real estate team, and from loyalty programs to traditional marketing communications. His two main objectives are to grow the revenue of the company and improve the performance of brand metrics. Doug reports to the CMO and works across several business units. He studied communications at Ohio State University and later received an MBA in Marketing from Butler University. Roles Relationship with IBM Currently, Doug does not interface with IBM directly Members of other teams do work with IBM SPSS for business analytics Key Sites Google Reader Site, App Daily; monitors industry news, personal interests Bloomberg Site Daily; reviews economic news and forecasts Gizmodo Site Daily; monitors industry news NRF Emails Daily; monitors industry news Industry Events Yearly; industry trends, networks with peers Facebook Site, App Daily; personal use, alumni network LinkedIn Site Visits irregularly; Networking Devices iPhone Personal use BlackBerry Work use, mostly email iPad Shared family item, mostly for video Influencers C-Suite executives, industry peers, peers in Sales vertical, industry thought leaders, third-party analysts – professional or academic, partner organizations, government regulators 51% of respondents report usage of Web searches in the Learn stage, but only 25% do in the Purchase stage. “ “ The most reported channels for the Purchase stage are supplier Websites (45%) and word of mouth (40%). “ Hurdles (continued) Solve Problems are ambiguous and require input from multiple internal stakeholders Unaware of technological developments and tends to choose tools he already knows As a Vice President, he is expected to develop his own structured problem-solving system and lacks guidance Limited financial resources and overloaded schedule Compare Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements Distrusts Salespeople and prefers objective commentary by third-party experts or customizable reviews Needs data that makes the business case for the product by demonstrating potential impact on margins Purchase Each procurement proposal requires a formal business case Must build support from other internal stakeholders Proposal review committee meets quarterly, so proposals rarely maintain momentum Customer Needs Increased client expectations for relevant and consistent service Redefine client value Managing across digital and physical supply chains Significant risk, security, compliance and privacy concerns Industry disruption from new competitors Hurdles Learn Pressured from senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities Views himself as a marketer, not an expert in data security or technology solutions No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice KEY     (importance of) High Medium Low It is located in the Persona. Which role and industry would you select in the “What are the primary roles we are targeting?” Choose the audience that applies. ” ” ”

11. 11 Next, determine which of the 3 reference documents to use when completing the following areas of the Content Brief Nurture Worksheet Planning for Interactions Persona

12. 12 We use all 3 reference documents for different questions in this section of the Content Brief Nurture Worksheet Planning for Interactions Persona

13. 13 For the next section of the brief, we’ll need to select the appropriate hurdles. BQDMake the CaseCollaborate with Experts Buyer Journey LearnSolveComparePurchase Hurdles L1:Pressured by senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities L2:Views himself as a marketer, not an expert in data security or technology solutions L3:No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice S1:Problems are ambiguous and require input from multiple stakeholders within the company S2:Unaware of technological developments and tends to choose tools he’s already familiar with S3:As a Vice President, he is expected to develop his own structured problem solving system and lacks guidance S4:Limited financial resources and overloaded schedule C1:Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements C2:Distrusts salespeople and prefers objective commentary by third-party experts or customizable reviews C3:Needs data that makes the business case for the product by demonstrating potential impact on margins P1:Each procurement proposal requires a formal business case P2:Must build support from other internal stakeholders P3:Proposal review committee meets quarterly, so proposals rarely maintain momentum Format Comparative literature, reviews / ratings, online demos, videos, Web-based events, white papers Case studies, Web-based events, white papers Comparative literature, online demos, product trial Case studies, comparative literature, reviews/ratings, online demos, product trial, videos Interaction Community sites, direct mail, industry analyst firms, industry news Websites, industry trade shows or conferences, newsletters, online advertising, peers and colleagues (WOM), social media Industry analyst firms, peers and colleagues (WOM), searches Industry analyst firms, industry trade shows or conferences, peers and colleagues (WOM), sales presentations, searches, vendor Websites Community sites, peers and colleagues (WOM) Asset L1.The Interactive Marketing eBook L2.11 Key Marketing Trends for 2011 (video & white paper) L3.NEW CONTENT (To be developed) S1.NEW CONTENT (To be developed) S2.Managing Marketing Change and Complexity – Successful New Strategies for CMOs S3.IBM Coremetrics Benchmark S4.NEW CONTENT (To be developed) C1."Sirius Decisions Vendor profile Unica“ C1.IHG Video Case Study C2.Gartner Magic Quadrant for CRM Multichannel Campaign Management C2.The Forrester Wave™: Cross- Interaction Method Campaign Management, Q4 2009 C2."The Forrester Wave™: Web Analytics, Q4 2011” C3."Forrester Marketing Technology Adoption 2011” P1.Case Study: How SNS Bank Put The Web at the Heart of its New Multichannel Strategy P2.NEW CONTENT (To be developed) P3.NEW CONTENT (To be developed) Select the hurdles to use

14. 14 Purchase P1:Each procurement proposal requires a formal business case P2:Must build support from other internal stakeholders P3:Proposal review committee meets quarterly, so proposals rarely maintain momentum Case studies, comparative literature, reviews/ratings, online demos, product trial, videos Community sites, peers and colleagues (WOM) P1.Case Study: How SNS Bank Put The Web at the Heart of its New Multichannel Strategy P2.NEW CONTENT (To be developed) P3.NEW CONTENT (To be developed) We can use the hurdles to complete information on the shared agenda Understand the client’s hurdles within this stage, then apply this knowledge to the brief

15. 15 FORMAT Learn Solve Compare Purchase Case studies  Comparative literature  Reviews/ratings  Online demos  Product trial  Videos  Web-based events White papers  INTERACTION Learn Solve Compare Purchase Community sites Direct mail  Industry analyst firms  Trade shows/conferences  Newsletters Online advertising Peers and colleagues  Press advertising Sales calls Sales presentations  Web searches   Social media  Vendor Websites Websites  DOUG BARESI Title: VP of Marketing Industry: Retail Company Size: Midsize International More than 3/4 of respondents say that peers influence their purchase decisions, more than any other media or information source. Key Sites Google Reader Site, App Daily; monitors industry news, personal interests Bloomberg Site Daily; reviews economic news and forecasts Gizmodo Site Daily; monitors industry news NRF Emails Daily; monitors industry news Industry Events Yearly; industry trends, networks with peers Facebook Site, App Daily; personal use, alumni network LinkedIn Site Visits irregularly; Networking Devices iPhone Personal use BlackBerry Work use, mostly email iPad Shared family item, mostly for video Influencers C-Suite executives, industry peers, peers in Sales vertical, industry thought leaders, third-party analysts – professional or academic, partner organizations, government regulators 51% of respondents report usage of Web searches in the Learn stage, but only 25% do in the Purchase stage. ” “ ” “ The most reported channels for the Purchase stage are supplier Websites (45%) and word of mouth (40%). ” “ Hurdles (continued) Solve Problems are ambiguous and require input from multiple internal stakeholders Unaware of technological developments and tends to choose tools he already knows As a Vice President, he is expected to develop his own structured problem-solving system and lacks guidance Limited financial resources and overloaded schedule Compare Because solution providers provide product information in different units and formats, he has difficulty comparing products to each other and against his list of requirements Distrusts Salespeople and prefers objective commentary by third-party experts or customizable reviews Needs data that makes the business case for the product by demonstrating potential impact on margins Purchase Each procurement proposal requires a formal business case Must build support from other internal stakeholders Proposal review committee meets quarterly, so proposals rarely maintain momentum Customer Needs Increased client expectations for relevant and consistent service Redefine client value Managing across digital and physical supply chains Significant risk, security, compliance and privacy concerns Industry disruption from new competitors Hurdles Learn Pressured from senior management to stay ahead of industry trends and act as subject matter expert on relevant information, in addition to other responsibilities Views himself as a marketer, not an expert in data security or technology solutions No clear resource where he could learn about new solutions, so starts research with a generic Web search or asks peers for advice KEY     (importance of) High Medium Low Doug works for a hard-goods retailer based in the United States. The company launched an e-commerce site through a platform two years ago, and now there is pressure from senior management to drive revenue from the data the loyalty program collects. There has also been discussion of how the company should address the growing mobile shopping trend. Doug’s role as VP of Marketing ranges from strategic partnerships to supporting the real estate team, and from loyalty programs to traditional marketing communications. His two main objectives are to grow the revenue of the company and improve the performance of brand metrics. Doug reports to the CMO and works across several business units. He studied communications at Ohio State University and later received an MBA in Marketing from Butler University. Roles Relationship with IBM Currently, Doug does not interface with IBM directly Members of other teams do work with IBM SPSS for business analytics For the next section, we can use the Customer Needs from our Persona to indicate what outcomes matter most to the target audience.

16. 16 Completing the “Thought Leadership” part of the Content Brief, which reference documents apply?

17. 17 Again, all of the 3 reference document used so far for the earlier sections of the Content Brief

18. 18 Module 5 – Exercise recap You have now filled in the sections of a Content Brief with information from a Nurture Worksheet and Persona You are now ready to move on to Module 7: Scoring

19. 19 Exercise 2 Mimic the Brand Quality Training exercises for evaluation of work in the workshop