Open any business journal, and inevitably you will see an article about digital transformation. It is a buzzword in today’s marketing, business and strategy world. But how does that apply to professional services firms? During this session, at the 2017 Legal Marketing Association Annual Conference, we look at how to move beyond discreet digital projects (i.e. creating a website, amplifying your message through social and/or fine-tuning your email communications) in favor of a comprehensive multi-year strategy that focuses on continuous improvement, optimization and multi-channel communications. We examine how law firms and other professional services organizations are investing in digital as a core business development and marketing asset.
Specifically, we touch on how to:
1). Break free from the confines of defined project stages (beginning, middle, end), and instead adopt a more fluid approach that allows for continuous, incremental investment
2). Plan strategic short-term actions that will support a long-term vision
3). Collect, analyze and apply data in order to sustain digital momentum
4). Tackle budgeting and assemble strong cross-functional teams to support digital efforts
5). Implement a governance plan to measure and promote progress year after year
1. Kalev Peekna
Chief Strategist
One North Interactive
Digital Endurance: Developing a Long-Term Digital
Strategy
Dan Tines
Digital Marketing Manager
Plante Moran
3. “I dunno… it all looks like
millionaires in their pajamas
to me.”
4. Kalev: “So is that the one with the orange
bouncy ball, or the one with the pillows?”
Colleague: “Pillows?”
Kalev: “You know, the pillows on the
lawn. And then they throw something at
the guy running around the pillows…
Throwball?”
5.
6. Colleague: “Want to join me and the
client for golf?”
Kalev: “I don’t understand. What
have I done to offend you?”
7. “If one more person interrupts this
meeting to congratulate a grown-a**
man who bounces a ball for a living,
I swear I will loop the Paris fashion
shows on every monitor in this office
for the next two weeks.”
9. Sport is a Huge Industry
$498.4B
Size of sports industry, US
$34.9B
Spent in sports advertising, US
US professional athletes
earn a median annual pay of
$1,500B
Size of sports industry, Global
14,000
$45K
10. You Love Sports, But Probably Not All Sports
Each year, The Harris Poll surveys the US, asking respondents to name
their favorite sport. In 2016, the winners were:
1. Football
2. Baseball
3. College Football
4. Auto Racing
5. Basketball ♂
6. Hockey
7. Soccer ♂
8. College Basketball ♂
9. Golf ♂
10. Boxing
11. Swimming
12. Track & Field
13. Horse Racing
14. Soccer ♀
15. College Basketball ♀
16. Basketball ♀
17. Tennis ♂
18. (Not sure)
11. Where Are the Endurance Sports?
Of the top sports in America, only
4* are considered “endurance”
sports that require athletes to
train for sustained performance
over long periods of time.
They all require effort (cough,
ahem, golf), but most of these
athletes train for specific skills and
short bursts of activity.
1. Football
2. Baseball
3. College Football
4. Auto Racing
5. Basketball ♂
6. Hockey
7. Soccer ♂
8. College Basketball ♂
9. Golf ♂
10. Boxing
11. Swimming
12. Track & Field
13. Horse Racing
14. Soccer ♀
15. College Basketball ♀
16. Basketball ♀
17. Tennis ♂
18. (Not sure)
*Source: ESPN. Only 3 if you count men’s and women’s
soccer together
Not on this list:
• Cycling
• Triathlons
• Hiking
• Distance Swimming
• Skiing
• Field Hockey
• Canoeing/Kayaking
• Rugby
• Wrestling
• Skating (speed &
figure)
12. Why Not Endurance?
It doesn’t seem hard to guess why we don’t
connect with endurance sports so easily:
• “Favorite” = “entertaining”
• Long attention spans are as common as
happy, earnest teenagers
• Two words: commercial break
• We all like a quick win
14. We Have a Problem, and It Looks Like ThisEffort
Time
$$$ $$$
15. Why “Bimodal”?
Economists and analysts call camel-hump
curves like this “bimodal” because they
reflect two different “modes” or clusters.
In digital marketing, the bimodal problem
works like this:
• Years 1-2: Large investment to create a new platform (e.g., website)
• Years 3-5: “Run the platform” with minimal reinvestment
• Years 6-7: Replace with a newer, bigger, better platform
37. Cycles Overlap as They Repeat
Chances are good that you approach most of your major investments this way –
leading to a staggered, but relentless, shift of attention from one thing to the next.
Web CRM Brand EMM Proposals WebEvents
38. Existing
Capabilities
Existing
Capabilities
Over Time, the $$$ Only Goes Up
New
Abilities
When you approach your major digital
investments as “redesigns” or
“replatforms,” then improvements can
only be achieved as supplements to
existing capabilities.
39. So What is This Costing Us?
Aside from the emotional whiplash, the Bimodal Curve presents you
with bigger obstacles than you may realize:
• Feature hoarding leads to too much spend
• “Strategy” happens in only one dimension, one moment at a time
• Narrow focus on platforms and toolsets at the expense of what
you’re using them to accomplish
• Inability to react to emerging needs and market conditions
• Out-of-sync, siloed digital capabilities
41. Why Are We Stuck on the Bimodal Curve?
Because “projects” are
how your partners -
consultants, lawyers,
bankers, etc.- solve
problems
Effort spikes tightly
limit your attention
We tend to think in
campaigns
We like shiny new
things
Fear that once the
project is over, you can
never touch it again
Only a big, quick win
can make all the work
worthwhile
Because you need to
be terrible in order to
convince others to be
great
44. Hallmarks of the Digital Endurance Curve
Digital Endurance involves a completely different mindset, one closer to product
(and software) development than a typical marketing campaign:
• No presumption of obsolescence. Platforms are here to stay.
• Investments and improvements are iterative, incremental, sustained.
• Predictability of spend over time.
• Increased ability to assess market conditions and refactor strategies.
• Coordination with other platforms is easier.
• No more redesigns / replacements
59. Digital Endurance
Digital Endurance requires an entirely different mindset – a shift in perspective,
planning, skills, budgeting, measurement, and so on. And just like marathon
training, most of the changes have to start with you:
• Moving from project execution to program management
• Dedicated leadership, both in and out of marketing
• Data-driven, results-oriented decision making
• Iterative budgeting and dynamic adjustment of goals
60. From Project to Program Management
Perhaps the biggest change needed is to stop thinking about your major digital
efforts – Email, CRM, Website, even Brand – as projects. It’s much better to
think of your digital efforts as ongoing programs rather than discrete projects:
Project Management Program Management
• Defined beginning, middle and end • Ongoing – literally never ends
• One big effort • Arrangement of successive efforts
• Isolated schedule • Tied to financial/governance schedules
• Manager-level leadership • Executive-level leadership
• Execution focused • Vision focused
61. Long-Term Vision, Short-Term Actions
One important discipline program management inherits from its roots in
software development is the arrangement of efforts into a release schedule
rather than a big launch followed by minor tweaks:
A release structure doesn’t just even out effort and spend. It is the key to
providing better control, predictability, and flexibility into your efforts. It
ensures continued progress while also discouraging focus on tactical, ad hoc
adjustments.
Project Tweak Tweak
Release 1 Release 2 Release 3 Release 4
62. Rethinking How You Scope
In a program managed on a release schedule, success is only possible if you
break down larger efforts into components that build on each other. A traditional
project often squeezes too much into a single effort, making it very hard to
control your focus:
Website Problems?
Let’s do a
Big, Giant,
Redesign
Project!
Brand Alignment
Visual Design
Tech Platform
Data Integration
Services Structure
Content Focus
SEO
Analytics
Internal Engagement
Geographic LocalizationSearch
63. Rethinking How You Scope
Your thinking about budget also needs to change. One of the biggest shifts is to
start thinking about your efforts as budget and/or schedule-constrained,
rather than scope-constrained.
You won’t know (even one year ahead) everything that will be in each release.
This approach may seem risky, but it actually limits feature hoarding and trains
your team to focus on the highest-impact investments.
Budget to
Scope
How much will all
this cost?
Scope to
Budget
How much can we
get for this much $$
64. Establishing New Marketing Leadership
At many firms, the Comms Director often owns
“digital” by default. But an enduring digital program
requires dedicated leadership of the sort that few
PSOs have in place today:
• Executive-level interaction (i.e. Director)
• Focused on business vision, governance and
performance
• Develops digital capabilities across tools and
platforms
• Manages cross-functional teams of Marketing,
IT, BD, etc.
• Does not have 100+ other things to do
65. Data is a Habit, Not a Fad
Most PSOs have lots of data to look at, but in a bimodal cycle, where there’s no
promise of being able to do anything in response, it can seem a little pointless.
Data tends to be used only when you have to ask for money.
A well-run digital program should operate like it’s addicted to data.
Release 1 Release 2 Release 3 Release 4
Review
&
Decide
Review
&
Decide
Review
&
Decide
Review
Data
Review
Data
Review
Data
Review
Data
Review
Data
Review
Data
Review
Data
Review
Data
Review
&
Decide
66. Budgeting Dynamically, Iteratively
Most firms still budget on a strict annual basis. But some professional service firms
are switching to a quarterly model that allows more flexibility. There are many
benefits of budgeting this way for a digital program:
• “Big asks” become smaller, less frequent
• Spend predictability
• Avoiding sunk costs
• Ability to pivot on priorities
Also, make sure you fill your
partner’s food bowl before the
budget meeting
Of course, you still need to budget. And you need to explain
how it will be spent. The big difference is that instead of
“extraordinary” projects, you build the cost of your digital
program into your regular operating budget.
68. Poor, Poor Twitter
Twitter has been looking for a buyer almost since Jack Dorsey re-took control in
2014. Salesforce seemed like a likely choice, but Marc Benioff’s board rebelled
against the idea.
The problem isn’t usage; it’s
momentum:
Twitter hasn’t significantly
improved its offering in years, and
because of that, investors aren’t
confident they can turn usage into
revenue.
In short, no one knows the vision for
Twitter.
69. Snap This Slide
Consider, on the other hand, Snapchat. Despite the same revenue model as
Twitter (advertising) and lower projections, the one-time “sexting” app is set to
be one of the largest tech IPOs in history: $4,000,000,000.
The secret? Snapchat has
made a regular habit of
new features and
integrations, creating
confidence about its ability
to grow in the future.
Snapchat’s vision, which
ultimately extends to a
complete disruption of
consumer imaging, is clear
and compelling.
70. People don’t invest into past
accomplishments, nor into current
performance.
People invest into the future.