The following list represents the Key Service Objectives (KSO) for the Appleton Greene Marketing Transformation service.
Marketing transformation is about making fundamental changes in how business is conducted in order to help cope with a shift in market environment. The need for business transformation may be caused by external changes in the market such as an organization’s products or services being out of date, funding or income streams being changed, new regulations coming into force or market competition becoming more intense. Marketing transformation is widely used: to increase revenue or market share; to improve customer satisfaction; to cut costs; to drive high performance marketing in order to deliver. Flexibility – to move marketing resources across products and/or markets. Speed – to move from idea to execution. Capacity – to handle more marketing. Marketing transformation services include: Marketing excellence –optimization of marketing spend (both Opex and Capex) and return on investment; Operating model – a visual representation of how an organization delivers value to its customers or beneficiaries current state and future state; Organizational structure – organizational design to eliminate silos, fragmented processes and reporting structures that have evolved over time and recasts them into a viable model; Marketing technology review and roadmap – a broad view of your operational and customer-facing technologies and develop a vision and implementation plan to align technology and process across the organization; Customer experience review and design – study behaviors and preferences to define an optimal customer experience; Alternative business models – how can we deliver our products and services to meet evolving customer needs.
Alignment between marketing, sales and service is potentially the largest opportunity for improving business performance today. When marketing, sales and service teams unite around a single revenue cycle, they dramatically improve marketing ROI, sales productivity, customer experiences and most importantly, top-line revenue growth. Alignment of marketing, sales and service to drive revenue revolves around leveraging the 11 key factors that result in alignment. By creating shared goals and shared incentives to drive outstanding customer experiences during each phase, attraction, awareness, discovery, cultivation, advocacy and purchase and use of a service, it will result in increased revenue and profits. Specific elements are: Common understanding – design a framework for understanding the end-to-end customer journey; Shared customer profiles – a common view of customer, shifts in the journey and current engagement with the firm; Aligned customer journey steps – develop a customer engagement continuum; Automated prioritization – monitor customer profile and engagement to score and prioritize; Joint communication strategy – develop a strategy to collaborate across customer continuum; Touch point insight – Deliver three types of insight: marketing materials sent with links to creative, sales interactions and service interactions to gain complete picture of customer engagement; Shared goals – align planning cycles and provide visibility through shared calendars; Shared incentives – align incentives across functional areas to reward top line revenue growth; Customer Routing – series of options based on skillets and customer needs; Clearly defined hand-offs – optimize flows with clearly defined roles and responsibilities; Coordinated Customer cycle – defined processes to reduce cycle time, increase conversion, increase satisfaction and increase retention.
Map the interaction between an organization and a customer over the duration of their relationship. These interactions includes: attraction, awareness, discovery, cultivation, advocacy and purchase and use of a service. Improved customer experiences are intended to address macro shifts in both B2b and B2C consumer behavior. The key macro shits shifts are: more choices (suppliers & channels), expectation of a consistent experience across channels, consumers are connected at all times, consumers demand speed and simplicity, consumers willing to trade privacy for convenience, consumers seek out other customers’ opinions, consumers want input in future product and company direction, consumers prefer to be kept proactively informed. The approach will strike a balance between outside-in and inside out-perspectives, the step by step process is: Define customer experience; Identify elements that impact customer experience; Develop goals; Timelines; Owners. Take an outside-in and inside out look at policies, procedures and processes: Identify customer personas; Identify critical touch-points; Marketing and non-marketing; Describe emotions at each touch-point; Identify relative importance of every touch-point; Make or break moments; Develop initial Journey map; Refine; Describe the different journeys; By persona; Parallel paths by persona. Describe situations, channels, actors and actions: Where are they in the cycle (attraction, awareness, discovery, cultivation, advocacy and purchase and use of a service)? Where is interaction happening (digital, face-to-face, phone, etc)? Who is involved (customer, sales, marketing, service)? What are customers trying to accomplish? Develop customer experience scorecard.
The purpose of process optimization is to increase pipeline velocity, customer satisfaction, customer retention and revenue. Process Review: Undertaking a detailed analysis of the current marketing, sales and service processes that are currently used. This will be conducted via communications with the appointed head of each department, or an elected key employee. The objective here is to analyse what is working and what is not working, by undertaking a SWOT analysis. Process Development: Re-design the marketing, sales and service processes, taking into consideration the key objectives. The SMART framework will be used: Specific; Measurable; Attainable; Realistic and Timely. Processes are developed using a stakeholder management approach, engaging the stakeholders available within each department in order to ensure ownership and commitment from key employees. Process Implementation: The focus will be on change management and adoption. Regular and consistent workshops need to be undertaken in order to re-vitalize, re-motivate and re-energize the key stakeholders. Process Management: Once the process has been implemented successfully, it needs to be continuously managed. This simply involves the ongoing analysis of what is working and what is not working and ensuring that each stakeholders remains proactive and flexible enough to change and evolve as and when necessary. Process Review: Marketing, sales and service processes will need to be periodically reviewed in order to ensure that they remain proactive and relevant as the business itself grows and evolves. The review process simply provides the company with the tools required in order to optimize the marketing, sales and service processes, by using quick and easy methods to ensure that it remains proactive and to leads to increased revenue performance.
Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project. The process of directing and controlling a project from start to finish may be further divided into 5 basic phases. Project conception and initiation – An idea for a project will be carefully examined to determine whether or not it benefits the organization. During this phase, a decision making team will identify if the project can realistically be completed. Project definition and planning – A project plan, project charter and/or project scope may be put in writing, outlining the work to be performed. During this phase, a team should prioritize the project, calculate a budget and schedule, and determine what resources are needed. Project launch or execution – Resources’ tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important project related information. Project performance and control – Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track. Project close – After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization. Areas to be considered: Integration; Scope; Time; Cost; Quality; Procurement; Personnel; Communications and Stakeholder management
This service is primarily available to the following industry sectors:
The automotive products industry is comprised of companies that produce original equipment (OE) and “aftermarket” products for motor vehicles. ITA and industry associations estimate that origin all equipment products account for 67 to 75 percent of total automotive products production. Original equipment are products that go into the manufacture of a motor vehicle (automobile, light truck, or medium/heavy truck) or are purchased by the assembler for its service network to be used as an aftermarket part. Aftermarket products are broken into two categories: replacement products and accessories. Replacement products are automotive parts built or remanufactured to replace OE products as they become worn or damaged. Accessories are products made for comfort, convenience, safety, performance, or customization, and are designed for add-on after (or sometimes during), the original sale of the motor vehicle. Certain connected vehicle services included are: satellite radio, telematics, wireless and mobility services. The auto manufacturing industry is highly capital and labor intensive. The major costs for producing and selling automobiles include: Labor – While machines and robots are playing a greater role in manufacturing vehicles, there are still substantial labor costs in designing and engineering automobiles; Materials – Everything from steel, aluminium, dashboards, seats, tires, etc. are purchased from suppliers; Advertising – Each year automakers spend billions on print and broadcast advertising; furthermore, they spent large amounts of money on market research to anticipate consumer trends and preferences; In the auto industry, a large proportion of revenue comes from selling automobiles. The parts market, however, is even more lucrative. For example, a new car might cost $18,000 to buy, but if you bought, from the automaker, all the parts needed to construct that car, it would cost 300-400% more.
Banking & Financial Services
Financial markets in the United States are the largest and most liquid in the world. In 2014, finance and insurance represented 7.2 percent (or $1.26 trillion) of U.S. gross domestic product. Leadership in this large, high-growth sector translates into substantial economic activity and direct and indirect job creation in the United States. The financial services and insurance sectors employed 5.99 million people in 2014. The securities subsector of the industry shows great potential for employment growth, with a 12 percent increase expected by 2018. According to the U.S. Department of Labor, 888,600 people were employed in the securities and investment sector at the end of 2014. Major sub sectors are as follows. Banking: As of the end of 2012, the U.S. banking system had $14.45 trillion in assets. It supports the world’s largest economy with the greatest diversity in banking institutions and concentration of private credit. In the second quarter of 2013, earnings grew by 23 percent to $42.3 billion, marking the 16th consecutive quarter of rising earnings. Asset Management: The U.S. asset management subsector is unrivalled in its depth and diversity. U.S. asset managers are currently meeting the pension management needs of over 55 percent of the global retirement market. Total U.S. pension assets were $18.9 trillion at the end of 2012. Moreover, if insurance assets and mutual funds are included, U.S. asset managers held more than $39.6 trillion of long-term conventional assets under management in 2012, or 45% of the global total for these funds. Conventional funds were equivalent to 298 percent of U.S. GDP. Insurance: In 2012, the insurance industry’s net premiums written totalled approximately $1.27 billion. According to the Swiss Reinsurance Company, premiums recorded by life and health insurers accounted for 45 percent, and premiums by property and casualty insurers accounted for 55 percent. Additionally, about one-third of all reinsurance sold worldwide is bought by U.S. firms. Venture Capital: The United States created the venture capital industry and maintains the oldest and most dominant position worldwide. In 2012, venture capital-backed companies employed more than 12 million people and generated nearly $3 trillion in revenue. Respectively, these figures accounted for 11 percent of private sector employment and annually VC-backed companies have generated revenue equal to 21 percent of U.S. GDP.
The consumer products industry can be divided into four groups: beverages, food, toiletries and cosmetics, and small appliances. Most firms offer products that fit primarily into only one of these groups, although a firm may have a smattering of brands that cross the lines. Virtually all companies are similar in organizational structure, emphasis on brand management, and approach to business. Consumer products are the foundation of the modern, consumer economy. The industry itself not only generates an enormous portion of the gross domestic product, it also pumps huge amounts of money into other industries, notably advertising and retail. Individual consumers make up the majority of this industry’s customers; sales are concentrated in the United States, Japan, and Western Europe, though other parts of the world are working hard for the privileges of wearing clothing emblazoned with company logos, eating processed food, and chopping vegetables with an electric motor instead of a traditional utensil. Success in consumer products is all about marketing an individual product, often by promoting a brand name. The competition is ferocious for shelf space, so package design, marketing, and customer satisfaction are key elements. In general, CPGs are things that get used up and have to be replaced frequently, in contrast to items that people usually keep for a long time, such as cars and furniture. Although the CPG industry has been slow to invest in process and new technology, it is increasingly turning to computerized and Web-based applications for customer relationship management (CRM), supply chain management (SCM), enterprise resource planning (ERP), and marketing automation.
The retail sector is enormous – within the United States it includes one million stores and accounts for four trillion dollars in revenue in 2013. All businesses that sell goods and services to consumers fall under the umbrella of retailing. However, within retail are numerous categories, covering everything from internet catalogue sales, to auto dealers, to convenience stores, to vending machines, to clothing. Without getting into specific product categories within the retailing industry, the overall segments can be divided into two categories: Hard – These types of goods include appliances, electronics, furniture, sporting goods, etc. Sometimes referred to as hard line retailers; Soft – This category includes clothing, apparel, and other fabrics. Each retailer tries to differentiate itself from the competition, but the strategy that the company uses to sell its products is the most important factor. Here are some different types of retailers: Department Stores – Very large stores offering a huge assortment of goods and services; Discounters – These also tend to offer a wide array of products and services, but they compete mainly on price; Demographic – These are retailers that aim at one particular segment. High-end retailers focusing on wealthy individuals would be a good example. The retail sector is the largest employer in the United States, consisting of over fifteen million jobs. Retail sales tend to be driven by personal income, consumer confidence and interest rates, as retail sales trends tend to resemble that of the economy at large. Large chains and stores have advantages of superior merchandising, marketing, and supply chain management – three things a franchise owner can take advantage of. Margins generally average between 30 and 40 percent, though it depends on the industry – some, like grocery stores, have far lower margins, but rely on volume to make up the difference, while others sell far lower volumes, but rely on higher profit margins.
Information technology (IT) is the application of computers, software and telecommunications equipment to store, retrieve, transmit and manipulate data, often in the context of a business or other enterprise. The business value of information technology lies in the automation of business processes, provision of information for decision making, connecting businesses with their customers, and the provision of productivity tools to increase efficiency. The global IT Services industry holds significant opportunities for industry players due to increasing IT spending in the healthcare, retail, and transportation sectors, among others. The market is forecast to reach an estimated US $1,147 billion with a CAGR of more than 5%. The global IT services industry comprises services related to the application of business and technical expertise to enable organizations to create, manage, optimize, and access information and business processes. The industry’s scope includes product support services such as hardware and software maintenance and professional services such as IT consulting, development, and integration services. North America, with 42% of the global market share, dominates the highly fragmented global IT services industry. Outsourcing locations such as India, China, Vietnam, and the Philippines are anticipated to be key drivers because of their low-cost labor and skilled talent pools. The APAC IT services industry is expected to register the highest growth rate among all regions during the forecast period and lead the industry. Government-backed reforms are expected to contribute to significant increases in spending for IT investments. In addition, by generating new opportunities for IT vendors globally, cloud computing is expected to reshape the industry. It is anticipated to offer immense opportunity to penetrate in the small and medium business sector. High volatility in currency exchange rates, a shrinking talent pool, and high labor costs in developed countries are some of the major challenges for the IT services industry. The increasing global demand for systems, software, and services, as well as IT spending by governments, and the banking and financial sectors are likely to boost the IT services market. The industry is highly correlated with economic cycles as IT services are project based and often represent discretionary spending.
Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Marketing Transformation provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Siano over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Marketing Transformation provides more time for research and development. If you require Mr. Siano to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.