At the intersection of a global shift in traditional B2B outbound sales and marketing, to a customer-first model, the opportunity arose to lead an innovative global B2B marketing transformational initiative. I led this initiative across a cross-functional 40-person global team to evolve the global online CX, brand re-appraisal, demand and sales lead generation and enrichment model to a achieve a target 20% digitally-generated MQL leads over a 12 month period.
I led the customer-centric strategy by design to incubate a new digital maturity framework and growth across foundational areas of:
The initiative transformed global marketing’s maturity to deliver a foundational framework, while driving new growth across new demand, a 20% MQL target, and shift brand re-appraisal. I achieved this transformation by creating a CX strategy by design that covered:
In the role as Head of Digital, I led the digital business strategy, marketing, organizational planning, product management and team mentoring to deliver and grow the business foundation to attract angel funding. I incubated the start up into to secure $1,000,000 in seed capital.
As Head of Digital, I developed and led the strategy that embraced the development and validation of product concept to a MVP, and develop a community eco-system that utilizes crowd-sourced activity to drive virability and member growth.
The digital business and marketing strategy addressed both long term and short term business planning, the UVP (unique value proposition) development, industry intelligence, brand identity and value exploitation of the strategy’s marketing mix.
Through hack-growth strategies to drive product consumption, I managed the member lifecycle and monetization models that are concerned with the scope of business activities and objectives.
As Head of Digital I oversaw following:
Problem: After a few years in-market, a young brand targeting an Australia and North American market begun to experience a hockey stick-like growth, and got caught in an identity crisis as it brand didn’t connect with the equity they felt they deliver to its audience. Aside from customer complaints of confusion between the connecting the brand to the product, the client wanted to take a pivot with their business to attained a market position in the luxury market with their growing affluent customer base. As a result the client struggled with its identity and sought a well-defined and executed brand strategy that directly connect to their customer needs and emotions.
Solution: I led the company in an exercise to define and deliver a brand identity to manage both the new family brand and product brand. After an extensive research on the characteristics of the target individuals within the affluent and luxury markets, including an understanding of their preferences and expectations of the brand, I delivered a strategy that would help the client deliver a clear identity and message to the market that aimed to connect emotionally with the audience.
The fundamental question in the brand strategy was for the client to understand “why”. The short term activities and tactics that drove the business won’t define the new brand, rather the big picture or the long term goals and vision of sustainable growth would define the brand.
The brand guidelines and identity I delivered provided the framework and roadmap to follow. This included an enhanced and polished logo, tag line for clear positioning, and a redesign of all the clients online assets, starting with the website and its products.
Results: All new campaign, design and visual assets put into market flowed from new brand guidelines and visual identity that was produced. The first campaign that launched the new brand into market begun with an integrated campaign with Sky Sports radio network. Multiple radio spots were produced that followed the appropriate tone of voice, driving listeners to a new online microsite (that included multi-variant testing framework) and a newly branded website positioned as invitation only for exclusivity.
The results of that campaign produced a 20% lift in traffic over the previous campaign, a 230% improvement on sign up starts to finish (benchmarked on the previous microsite sign up) in the microsites conversion funnel, and a 4X higher share of wallet from the target audience. Customer expectations and preferences were also delivered through with a new concierge service to deliver a high-touch service for customer’s long-term success with the clients business.
Led the the North American consumer and small business global digital marketing ecommerce strategy and regional go-to-market strategy for a global 9-billion dollar B2B enterprise operating in over 200 countries within highly-regulated and compliance-driven financial markets.
I delivered a strategic digital framework on the foundational pillars of customer engagement and access, infrastructure and assets, service economy and organizational digital maturity.
I led a team to deliver the strategic plan and the e-commerce marketing roadmap for the regional go-to-market plans across paid, owned and earned media. The goal to create new demand and drive top-of-funnel acquisitions and conversions, brand re-positioning and user engagement.
I enhanced the brands online eco-system through the relaunch of a UX designed website (mobile-friendly), micro-sites, and cross-team support for a CMS (Ektron) platform implementation across 15 countries.
Overseeing a $500K media plan, I led the strategy by design to execute behavioural and look-a-like profiling and re-targeting in Display and Native advertising, and conversion enhancements across Paid Search.
The holistic media program blended paid media with owned and earned media through an inbound customer-centric evergreen content strategy (also utilized through Native + Seach (SEO)) and a social media strategy embracing both organic and paid across community platforms of Twitter, Facebook and LinkedIn to amplify the strategy reach to achieve optimum scale against CPA.
I conceived the B2C social gamification strategy and led the operational and business teams to design, build and launch a peer-to-peer social game played online and on Facebook’s platform.
The goal was to deliver a creative online approach to obtain social sentiment data, brand user-engagement, and the objective to find and win new leads for the core business services.
The social game crowd-source public sentiment data and opinions through an entertaining, peer-to-peer competition. Adoption and growth was achieved through various organic social sharing methods that allowed players to invite friends, virtual-gifting rewards, achievement reward system, and peer-to-peer messaging that encouraged self-expression through posting and messaging to friends Facebook Walls and account inboxes and open leaderboards to drive visibility of rewards for accomplishing tasks to encourage players to compete and engage.
Both the online and Facebook versions required Facebooks Single-Sign-On (SSO) method to play, furthering the opportunity to capture and qualify lead profile data, and building user profiles.
Although a monetization strategy was secondary to the social game goals, ecommerce integration was included using PayPal and Facebook Coins integration for players who sought to advance ahead quickly.Launch Project
During the downturn of the economy in the late 2000’s, I noticed a strong interest from organizations and small businesses reaching out to me to help guide and coach them in various aspects of digital marketing. Some conversations started off as just the initial need improvements in Search, and others needing help to understand how their business model could take advantage of the digital landscape.
Aside from organizations and SMB’s either contacting me from referrals or finding me online for help, I was also approached by a financial institution seeing the opportunity to coach and mentor their business customers who sought financial aid for their new business, or for the next stage of growth.
Through this program and my digital marketing and business strategy consulting services, I helped guide and steer a number of businesses to understand various areas of digital strategy including…
I found this area of business one of the most fulfilling times in my career. Perhaps it was the platform to knowledge share and help others in vast areas of business where they’ve all fought a different story, and faced unique challenges and opportunities where I could help and watch their story succeed…almost like watching our child score their first, and many other, goals in sport.
A globally recognized B2B industrial equipment manufacture sought my help to devise, develop and launch an online campaign to target a niche global audience of decision makers and influencers within the mining and resources sector.
*See the humour out-takes below
The client needed a way to reach, connect and engage their global audience of management and c-level individuals to drive product awareness, brand recall, and lead generation to the clients CRM database.
After a persona development exercise I conceived and delivered an online rich media game that connected with the male dominated audience through a choose your own adventure interactive video golf game competition.
An online Display, partner positioning and CRM database marketing campaigns were produced to drive users to the online game. From there, the social sharing and social competition organically grew the audience 10X fold.
Users were invited to a microsite where an industry recognized virtual spokesperson talked and walked the user through the golf game, using a combination of humor, education, and interactivity.
Users would engage and play through a choose your own adventure style video that allowed players to select their choice of golf clubs and experience different outcomes, all while the spokesperson humorous knowledge sharing tied in key aspects of the clients brand and products to the game.
As the player engaged through various combinations of outcomes after hitting the golf ball, leading up to the final putt. After players sunk their putt they were redirected to view their score card, and where they stacked up to other industry players whom they recognized on the Leader-board.
Players were encouraged to share through multiple social share methods to compete against other industry peers and their business competition.
Never seen or done before in the clients industry, the B2B social game produced media recognition, viral conversation among the industry, and put their marketing on the map. The bottom line outcome produced significant new lead gen. list with their sought profile data, rejuvenated existing client dialogue that was once inactive, produced an email database three times its current size, and in the previous iteration of the online campaign produced a significant sales pipelines resulting in over $350,000 in industrial B2B sales.
Problem: I was approached by a globally recognized fortune 500 company who was losing revenues from their CRM marketing efforts due to no centralized control around email marketing, lack-thereof email customer life-cycle as sales lead nurturing programs and retention programs and ongoing blacklist and ISP blocks due to poor email inbox reputation among the major ISP’s as AOL, Yahoo, Microsoft, and others.
Solution: After an extensive email marketing and reputation audit I identified the lost revenues resulting from the above issues, and the extend of the issue across not just marketing but also transactional email communications. I led a $200,000 investment into a plan to implement a new email infrastructure for mass email marketing and sales, internal infrastructure enhancements for transactional email, internal policy and process, and best practice improvements across all cross-functional business teams. ESP solutions as Exact Target and Email Labs solutions were implemented, along API integration with the clients CRM and marketing automation system (Talisma) to provide central transparency on all lead and customer touch points and performance metrics.
Results: After the first year, over 1,500 highly segmented and personalized marketing email campaigns were delivered, supporting 5 programs to a list size of over 5,000,000. I developed the best practice, communication policy, reputation auditing and monitoring, A/B testing, heat mapping and inbox UX design, and performance tracking methodology across 6 corporate brand units, 4 global offices and internal business units as Business Intelligence, Product and Channel teams.
I delivered Sales, Product and Retention team automation and triggered-based event messaging involving dynamic and personalized content, dynamic segmentation on key customer segments I helped defined through RFM modeling to determine CLV, and unique tracking tied back to online financial transactions and web analytics performance.
The business case proved out a $350,000 operational savings, netted over $5,000,000 in last-touch revenues, reduced churn by 30% on key segments and influenced a 3X lift in key segment activity.
Problem: Management struggled with running the growth of their online business due to time and costs consumed dealing with operational and financial nuances as ongoing website maintenance with agencies and contractors, sales reporting and business analysis, operational activities supporting online marketing programs and campaigns, product and partner management.
Solution: Walking through a detailed Discovery journey to understand the business pain points, I led a multiple teams in the design, development and launch of a new web-based administration area that catered to the executive team, marketing team and product team. The online back-office provided the teams with the following:
Results: Management, marketing and product teams saved over 150,000 in budget costs previously allocated to various areas of the business, agencies and contractors. Operational cost-center savings are now reinvested into revenue-center programs that drive new leads and business. This project I proposed and delivered produced a minimum 60% ROI within the first 6 months of launch, and ongoing year after year.
Problem: A mash between corporate rebranding, new product launch, an understanding of how customers connect via mobile, and overall site effectiveness and impact on new leads and sales were all issues I tabled that drove the necessity for a new website redesign.
A data-driven approach was taken to demonstrate to executives the current state of affairs with the business online, and how much revenue and opportunity was left at the table. All the right reasons drove the necessity to redesign the company website and digital eco-system of online properties targeting a B2C and B2B audience.
Solution: A thorough Discovery journey was engaged that audited customer behavior and the online journey, competitor positioning, customer persona development, site performance and more. This all fed into a user-centric I.A. structure (also Search friendly) and a UX designed website that’s retina responsive for mobile and tablet. The project went beyond just one direct end-all solution, and was designed to embrace hot spot areas for validated A/B and multi-variant testing.
Results: Post-launch of the project witness significant improvements across many KPI’s, including stronger engagement (stickiness), conversion funnel lift from 8% to 26%, improved click-to-purchase, attrition improvements by 24%, 60% lift in Search saturation (SEO), 33% lift in traffic (3 month trending) and overall positive customer sentiment when