P1246341508DFjbN - PowerPoint PPT Presentation

Title: P1246341508DFjbN


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WorkForce Center System Repositioning
May 5, 2006
Jefferson Bishop, Mike Boull, Sarah Shanley,
Rebecca Thompson, Lindsey Wahl
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Agenda

• Introduce Carlson Brand Enterprise (CBE) team
  members
• Review project objectives and CBE methodology
• Discuss repositioning strategies
• Present creative campaign
• Address primary take-away

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CBE Team

• Jefferson Bishop, Project Manager (CSOM 06) A
  second year full-time student at the Carlson
  School, Jefferson has experience in Sales and
  Marketing as an Account Executive for a
  telecommunications company. He interned at ADC
  Telecommunications as a Product Manager working
  on product compliance strategies and has worked
  on distribution channel strategies in his past
  Enterprise projects. Jefferson will graduate
  with a focus on Marketing and Strategic
  Management and begin his career as Director of
  Regulatory Affairs at Lakedale Communications in
  Annandale, MN. He received his bachelors degree
  in Economics from Grinnell College.
• Mike Boull, Consultant (CSOM 06) Prior to
  attending Carlson, Mike gained experience in the
  areas of Marketing and Human Resource Management
  as an account manager for a business services
  outsourcing firm. He spent last summer working
  for General Mills, where he focused on business
  to business customer segmentation and elements of
  the Marketing mix. Mike is pursuing an MBA in
  Marketing and Strategy, and will continue his
  career as an Assistant Channel Manager at General
  Mills. Mike holds a bachelors degree in
  Industrial and Labor Relations from Cornell
  University.
• Sarah Shanley, Consultant (CSOM 07) Sarah has
  five years experience in the non-profit sector,
  with expertise in Fundraising, Community
  Outreach, and Project Management. In her first
  year as a full-time MBA student at Carlson, Sarah
  is concentrating on Marketing, Strategic
  Management, and Social Entrepreneurship.
  Currently, Sarah is a part-time marketing
  consultant with the LifeSkills Center for
  Leadership. This summer, she will work at Best
  Buy as a Strategic Marketing intern in the
  government and education department. Sarah
  received her bachelors degree in Political
  Science and Latin American Studies at Vassar
  College.
• Rebecca Thompson, Consultant (CSOM 06)
  Rebecca's experience is in the Project Management
  field, with expertise in both the Human Resources
  and Marketing functions. Most recently, Rebecca
  was a member of the ATV Marketing team at Polaris
  Industries. Her responsibilities included
  executing a marketing launch for a new category
  of ATVs and leading market research of the use of
  power sports in the Hispanic population. At
  Carlson, Rebecca is pursuing a concentration in
  Marketing and will be joining General Mills as an
  Associate Marketing Manager. She holds a
  bachelors degree in Management and Organizations
  from the University of Iowa.
• Lindsey Wahl, Consultant (CSOM 07) Prior to
  attending Carlson, Lindsey gained experience in
  the areas of Customer Service and Foodservice
  Management. Lindsey is currently pursuing a
  degree in Marketing and Finance. Throughout her
  Carlson experience, she has engaged in numerous
  leadership activities, including Vice President
  of Marketing in the Consulting Club. Lindsey is
  an active member of the Alpha Kappa Psi Business
  Fraternity, where she is involved in training and
  education. She will be interning at SIRVA
  Relocation Group in Plymouth this summer.

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Why Are We Here?

• GWDC is charged with improving the states
  economy through DEEDs significant resources,
  including
• The states largest job bank
• An established system of 49 WorkForce Centers
• A unique network of Business Service Specialists
• A central warehouse of business/market
  information on positivelymn.com
• A wealth of answers and services for employers
  and employees

GWDC must now determine how to leverage these
resources to bring employers into the system.1
The Carlson Brand Enterprise has identified
strategies to shift the image of the WFCS as a
place for employers to go to for resources,
services and answers.
1 Matt Kramer at BSS Forum
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CBE Approach

• Stakeholder Insights
• Committee member interviews
• Analysis of internal data

• External Research
• 58 interviews with a random sample of businesses
• 26 interviews with Job Bank users
• Benchmarking of other states

• Evaluation Recommendation
• Distill client insights
• Develop strategies and creative recommendations
• Outline operations considerations

Implementation by DEED/GWDC
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Organizational Picture
Business Community
BSS
EDS
Employer Focus
WFCS
LWC
MNSCU
Employee Focus
Local WIBs
EDAM
MWCA
GWDC
DEED
Majority of resources are focused towards
employees and services remain tied to legacy
organizations.
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Marketing Analysis Framework
Org. structure
Other states countries
Partnerships
Economic health
Businesses
Market Segmentation
Portfolio of Services Positioning
Target Market Selection
Size, life stage, industry, needs
Small, core industries, users non-users

• HR services,
• industry and economic issues

Pricing
Service Portfolio
Promotion
Place
Multiple channels
Government-financed
Consistent
Multiple options
New customers, cross sell
Track customer satisfaction, build loyalty
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Customer Behavior Framework
Problem Recognition
Recognize discrepancy between current and ideal
state
Unaware/Aware Visit website, WFC, event Call from
BSS
Information Search
Recall of services/products/brands easy search
Attitude Enhance positive affect Change negative
affect
Evaluation of Alternatives
Clearly understand benefits of the different
service options
Purchase Decision
Action Utilize services JOBZ, BSS, Job Bank,
WFC, etc.
Have positive interactions reason to buy
(need, time, etc.)
Post-Purchase Behavior
Satisfied customers reuse, recommend
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Problem Recognition
Current State

• A lot of times, businesses dont know they need
  help.
• I had no idea what the state did. I had no idea
  that these services were available.
• Awareness statistics from random sample
• 63 aware of Job Bank
• 33 aware of Employee Training
• 32 aware of LMI
• 10 aware of BSS
• 8/82 respondents have heard of BSS or BSS
  services
• Ideal State
• New businesses receive literature on WFCS
  services at time of incorporation/EIN
  application immediately establish the state as
  an advocate for small businesses
• WFCS is aware and able to provide answers to
  potential business questions and "unknown needs"

Awareness
Attitude
Action
Retention
Lack of awareness is better than negative
perception. Build awareness for WFCS services,
benefits and use.
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Information Search
Current State

• Word of mouth is main awareness driver
• 38 of surveyed Job Bank users were referred to
  the Job Bank
• Only 8 heard about the Job Bank through direct
  sales
• 17 heard about the Job Bank through DEED
  marketing efforts
• Current users of single services are not aware
  of full service portfolio
• 50 are aware of Employee Training
• 13 have heard of BSS or BSS services
• 50 are aware of Labor Market Information
• The web-site is a primary method for information
  search
• Businesses were amazed at what there was for
  resources online

Awareness
Attitude

• Ideal State
• The WFCS delivers easy to find, consistent
  external messaging (website, ads, word of mouth
  recommendations, BSS)
• Users of any one WFCS service are aware of all
  other WFCS services

Action
Opportunities to build awareness Make
information search straight-forward, easy and
logical. Potential to leverage current channels
to facilitate information search process.
Retention
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Evaluation of Alternatives

• Current State
• Businesses prefer working with someone with
  expertise above all other attributesincluding
  pre-paid
• Depth of knowledge rated 4.49 (out of 5) on
  attribute importance
• Ease of use 4.39
• Pre-paid 4.25
• 80 of random sample responses were positive or
  neutral about the government providing business
  services
• Itd be great if the government were able to
  provide these services.
• Anything government can do to help small
  businesses, especially tax cuts.
• But businesses sampled believe their needs are
  not met

Awareness
Attitude

• Ideal State
• Key industries receive targeted messaging
• Businesses clearly understand benefits provided
  by the WFCS

Action
Retention
The WFCS should organize internal resources and
expertise to position itself as knowledgeable
about industry-specific issues.
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Purchase Decision

• Current State
• Those that use the Job Bank are more likely to
  utilize other services offered by the WFCS
• Randomly surveyed businesses cited the website as
  the preferred method of accessing the WFCS
• Surveyed businesses least preferred attending
  events, however events currently account for 50
  of the marketing budget

Awareness

• Ideal State
• Service delivery meets customers key
  expectations answers, speed, simplicity, etc.
• Customers experience positive and consistent
  interactions with all aspects of the WFCS (BSS,
  website, events, Job Bank, etc.)
• Positive and consistent interactions drive repeat
  business and referrals, which enable
  cross-selling of other WFCS services
• Budget allocation is proportionate to the impact
  of each distribution channel

Attitude
Action
Retention
Channels of delivery should be simple. Emphasis
should be placed on the channels that customers
prefer.
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Marketing Budget Distribution

• Insights
• Currently spend 50 of marketing on
  activities that increase penetration but do not
  affect overall awareness
• Survey respondents ranked preferred channels
• Web-site (3.94)
• Visit by a service rep. (3.54)
• Events (3.17)
• Printed literature (3.15)
• Others Email
• Average response on a scale of 1-5, with 5 being
  highest
• Recommendations
• Allocate to activities that increase awareness
• Prioritize preferred channels
• Focus on activities and channels with the
  greatest impact and reach
• Find ways to increase the impact and reach of
  events like a luncheon or speaking event

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Post-Purchase Behavior

• Current State
• Customer satisfaction is not consistently or
  measured
• Customer feedback is the best source for process
  improvement suggestions

Awareness

• Ideal State
• Customer satisfaction is measured for each WFCS
  service
• Customer suggestions for improvement are analyzed
  and acted upon
• Marketing return on investment (ROI) is monitored
  (e.g., follow-up with event attendees and track
  future usage of services)
• Customers understand and use multiple WFCS
  services

Attitude
Action
Customer satisfaction should be measured
holistically (i.e., consistently for each channel
and WFCS service) and acted upon. Proactive
measures should be taken to ensure customer
satisfaction and loyalty.
Retention
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Customer Perception - Current
SECONDARY ATTRIBUTES
Free
Unskilled labor
CORE ATTRIBUTES
Easy
Irrelevant
Job Bank
Resource
Taxes
General
Cumbersome
Unemployment
Diverse
Inclusive
Low ability to deliver on expectations
Work Force Centers
Value
Trust in government
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Customer Perception - Ideal
SECONDARY ATTRIBUTES
High quality
Diverse
CORE ATTRIBUTES
Value
Relationship
Easy
Local
Helpful
Connections
Business
Expertise
Web
Convenient
Trusted
Resource
Available
Portfolio of Services
BSS
Relevant
Job Bank
Inclusive
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Meeting Customer Needs

• My needs are the only needs
• My industry
• My location (metro, rural)
• My life-stage (new, mature)
• My preferred service delivery (easy, convenient,
  expert)

Answers

• I am looking for
• Time and money saving tools
• Industry specific information
• Development support
• Expertise
• People

• You have
• Comprehensive resources
• Information
• Development tax advice
• Expertise
• People

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Positioning Statement

• A government-financed network of assets that
  provides answers. It comprises a broad range of
  convenient, time and money saving resources for
  Minnesota businesses that facilitate economic
  growth.

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Positioning
Strategy Align positioning with key concepts of
connections, resources, answers and
coordination

• Objective
• Leverage preferred delivery channel (the net)
• 2) Focus on a single, key benefit
• Time and money saving resources
• Multiple solutions and answers to meet diverse
  business needs
• A system that is efficient and reliable
• Expertise and depth of knowledge

NET Resources, people, information and
connections that work
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Brand Architecture

• Brand A brand is the sum total of thoughts,
  feelings, associations, and connections that
  reside in the mind of consumers.1
• Brand Architecture Structure of the brand
  portfolio that defines the relationships between
  brands.2
• House of brands Different brand for each
  offering (i.e., PG)
• Sub-brands Modifier brand connected to master
  brand (i.e., Dell)
• Branded house Single master brand for all
  offerings (i.e., Nike)
• Endorsed brands Individual brand name combined
  with master brand (i.e., Courtyard by Marriott)

1 Marketing expert Kevin Keller 2 Professor
Debbie John
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Current Brand Architecture
Need for unifying consistent brand for the WFCS
services.
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Creative Details

• Objective Communicate a UNIFYING message to
  build awareness and induce action
• Audience Small business owners (
• Opportunities
• Utilize for both internal (e.g., business cards,
  signs, etc.) and external marketing materials
• Streamline the website to make usability,
  navigation, and searching as easy and intuitive
  as possible
• When benchmarking other states, the presentation
  of the services on the websites was confusing and
  quite difficult to find.

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Organizational Summary
Alignment between Operations and Marketing is
required for a customer experience consistent
with your positioning strategy
BSS
Others
Op. Standards
Large
Small
Processes
Employees
Employers
Employees
Internal
Non-users
Marketing
Operations
External
Users
Employees
Employers
Partnerships
Channels
Large
Small
Unskilled
Public sector
Private Sector
Skilled
Placement Agencies
MNSCU
DEED programs
Non-core Industries
Core Industries
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The Bottom Line Alignment
Marketing
Consistent branding
Reinforce key benefits
Communicate complete portfolio
Alignment between operations and marketing is
required for a customer experience consistent
with your positioning strategy
Implement and enforce brand standards
Invest in resources that drive key benefits
Coordinate internal network
Operations
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Group 1

• Building brands by building relationships. We
  are dedicated to helping our clients capture and
  retain customers. We believe a successful brand
  will find unique ways to communicate and build
  relationships with its target audience. We
  believe that powerful ideas are the key to
  success and we believe that nothing should get in
  the way of doing great work for our clients.

Client Experience

• Group 1 A Minnesota-based, creative marketing
  organization.

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The NETwork Brand
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Brochure Cover
Space can be used for text
Acrobat metaphor visually shows that the answers
you seek are within your reach.
Colors consistent with PositivelyMN campaign
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Brochure Center
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Additional Uses

• This creative example can be used for multiple
  purposes
• Free standing insert
• Brochure
• Poster
• Direct mail

Call to action provide website and phone number
to connect to the NETwork
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Web Site Example
Consistent branding
Focus on real people making connections
Current logos and links
Quickly connect to a BSS