[Section 5.0] Engineering Value for Internal and External Stakeholders: Illustrating the Value of Solution 2.0/2.0
<<link back to Section 4.0>>
In previous sections, we’ve described just a few of the stakeholders that will play critical roles within the 2.0/2.0 Consulting ecosystem. We carefully described the value they would experience from Solution 2.0/2.0. What follows is how we see that value getting engineered – that is, how we see that coming to fruition. The table below lists the stakeholders from the internal and external value analysis in the first column. The subsequent columns describe the manner in which 2.0/2.0 Consulting needs to act to elicit the behavior described in the far right column. Looking at these stakeholders in this matrix fashion also allows one to quickly scan across and down to see the kinds of actions that are required. Doing so will require a firm investment in resources – both physical and human. Those topics are covered in the sections that follow.
Party/Stakeholder
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Rational
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Emotional
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Political
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Outcome/Response
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End-customer
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Ensure the feedback is well-articulated and well-captured
Create feedback collection systems that appropriately tag the feedback for the correct sub-organization within the macro-organization
Suggest incentives or other checkpoints/milestones to the development organization such that they are inspired to respond to the appropriate feedback and affect positive change
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Work with marketing and advertising to create packaging and communications that indicate direct responses to user feedback (e.g., “You asked, we listened!”)
Create ‘after-the-fact’ feedback loops to re-engage with customers after changes have taken place to re-connect with them and see how responses may change
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Create forums and rich, on-line communities that permit participants to see how large the groundswell is and how to connect with others in it
Show (selectively) what others are saying to reinforce that every point raised makes a difference
Work subtly to show a difference between this customer and a competitor, in terms of the “reaching out to the community” perspective
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End-customers will be happy because the brand that they like listens to and matches their needs by developing products that exactly match what they've specified they want. They feel they've developed a deep and genuine relationship with the brand
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Brand: R&D/Marketing
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Create useful, compelling, and re-usable materials for use and deployment in multiple types of organizations (e.g., tech, retail, blue-collar)
Maintain and provide a database of potential feedback participants (a la the customer panels at Zoomerang)
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Offer open and honest feedback at the outset of any campaign
Work to earnestly build a community of mutual trust – do not hide key details to roadmap for no apparent reason
Smartly match incentives (if any!) to the feedback participants to enhance the value proposition of mutual value exchange
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Serve up aggregated and synthesized feedback responses to all necessary sub-organizations within the macro organization simultaneously
Encourage (and facilitate, if need be) future discussions among the internal stakeholders on how to use the information (aside from the role of implementer)
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Leveraging our customers’ social networks to evaluate new product ideas or to discover new product ideas or trends to make certain they are on target with customer needs and keep our finger on the pulse of the latest trends
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Brand: Senior Management
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Develop and provide ROI metrics for multiple campaigns, customer sizes, and customer types
Provide a cherry-picked window into the “hive” of the customer base to assuage potential concerns
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Request and showcase specific use-cases and end-customer testimonials
Provide feedback from participants within the organization
Hire or engage in marketing/brand awareness studies
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Provide pre- and post-implementation data “dumps” on the knowledge of the customer
Engage in market research on what the competition is doing with respect to customer engagement
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We are convinced that we went to market with a more valuable product faster, while costing less
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2.0/2.0 Consulting Partner
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Request (or require) sales and revenue data from partners prior to engagement; suggest a “pay for performance”-like mentality
Share projections of end-customer product with partners to assuage concerns over true magnitude of “upside”
Engage in pre- and post-partnering activity brand awareness and value assessment.
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Communicate to partners that they are not simply suppliers; the entire ‘product chain’ consists of collaborators across the board
Stress that partner input into the process establishes two-way leverage and accountability
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Partner visibility will increase in the marketplace, mutually strengthen brand awareness
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Partners will share in the successes – and failures – of the product. They will play an integral role in the future of 2.0/2.0 Consulting.
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Brand 2.0's Competitors
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Work in partnership with Brand 2.0 to truly offer a “best in class” product that meets user needs and desires, balanced against internal limitations and company strategy. Partnership will include Brand 2.0 competitive analysis, incorporating and highlighting what Brand 2.0's competitors are lacking (is "x listening to your needs as closely as we are? have you heard from them lately?").
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Aggressive marketing campaigns that take advantage of every fact showing positive market changes or advancements, or market leadership
Engage in market research and brand awareness campaigns
Seek/obtain/purchase market share data/revenue data of competitors
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Preemptively launch positive advertising and marketing campaigns as a way to thwart potential bad press
Create buzz of good will through social network sites
Partner with and publicly advertise work with a charity
Preemptively and publicly disclose (within reason) operations and tactics to regulators and any governing bodies
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When a company engages 2.0/2.0 Consulting, competitors will experience a shift in the marketplace
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As you can see, the thrust of Solution 2.0/2.0 is around the concentrated, intelligent linkages between technology and people. As mentioned previsously, Solution 2.0/2.0 is a business model innovation rather than a specific piece of technology, component or platform. It is a service that leverages several platforms (connectivity, hardware, UI interaction, to name a few described in the sections to come) to create a solution that helps brands manage innovation by creating a direct link from their technology or product to their user social networks.
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