John Simpson, Kalev Peekna, Cameron Friedlander and Corrie Maguire provide a digital deep dive, equal parts lecture and discussion, designed to help marketers accelerate their digital efforts at the Legal Marketing Association Annual Conference in Austin. What does it mean to live in a digital-first world? How have leading organizations, such as Boston Consulting Group and Kimberly-Clark, managed to secure buy in for their digital efforts ... and how can law firms do the same? And, maybe most importantly, how do you continuously prove the value/return of a multi-channel approach? Workshop facilitators John Simpson and Kalev Peekna of One North and Workshop leaders Cameron Friedlander of Kimberly-Clark and Corrie Maguire of the Boston Consulting Group, work to answer these questions and more. Mixing lecture, case studies, exercises and discussion, we explore how we as an industry must utilize digital.

1. 2016
John Simpson
CEO, Founder
One North
Legal Marketing Association
Annual Conference
April 11-13, 2016 | JW Marriott Austin #LMA16
Corrie Maguire
Digital Marketing Director
Boston Consulting Group
Kalev Peekna
Chief Strategist
One North
Cameron Friedlander
Marketing Technology Lead
Kimberly Clark
Masters in Digital

2. #LMA16Agenda
1:00 – 1:25 PM Welcome & Introductions
1:25 – 2:50 PM Building a Digital-First Mindset
1:25 – 1:40 PM Lecture: What does it mean to live in a Digital-First world?
1:40 – 2:00 PM Case Study: How BCG & Kimberly-Clark secured digital buy-in
2:00 – 2:10 PM Break
2:10 – 2:50 PM Exercise: How to set concrete goals & KPIs for your digital efforts
2:50 – 3:45 PM Creating Effective Multi-Channel Strategies
2:50 – 3:05 PM Lecture: Adopting a multi-channel approach
3:05 – 3:25 PM Case Study: How BCG & Kimberly-Clark track, measure & sustain
their multi-channel digital efforts
3:25 – 3:35 PM Discussion: How does your firm evaluate new tactics?
3:35 – 3:45 PM Break

3. #LMA16Agenda - Continued
3:45 – 4:20 PM Smarketing: A Digital Collision of Marketing and Sales
3:45 – 4:00 PM Lecture: Digital is not just a communications strategy; it’s a
business strategy
4:00 – 4:20 PM Case Study: How Kimberly-Clark taps its CRM to serve the right
content at the right time
4:20 – 4:55 PM Digital’s Transformation of the Marketing Organization: Setting
Yourself Up for Digital Success
4:20 – 4:30 PM Lecture: How you can (and should) change with technology
4:30 – 4:45 PM Case Study: How digital has encouraged changes to BCG’s &
Kimberly-Clark’s organizational structures
4:45 – 4:55 PM Discussion: How is your team structured? What skills are
necessary?
4:55 – 5:00 PM Workshop Wrap-Up

4. #LMA16
Welcome!
Tell us something about yourself…

5. #LMA16
Building a Digital-First
Mindset
What does it mean to live in a Digital-First World?

6. #LMA16
Surprise!
You’re a digital marketer.

7. #LMA16
Digital Marketing Has
Taken the Lead
Within Services Marketing, digital now accounts for most of the spend:
Online
53%
Offline
47%
MARKETING SPEND
Source: ITSMA, 2016 Services Marketing Budget Allocations and Trends
Adweek, CMOs are Preparing to Go Digital
Among non-services businesses,
digital accounts for only
25%
of total spend

8. #LMA16
Most B2B Tactics Are
Now Digital
B2B Marketers now use an
average of
13 Tactics
For content marketing &
communications. 12 of the top 13
tactics are inherently digital.

9. #LMA16
But We Aren’t (Yet) Digitally
Confident…
Among the top 10 most effective
tactics, in-person events remain
our most effective means of
connecting people to our
content.
We know digital works; we just
don’t know yet how to make it
work as well, or better than,
analog marketing.

10. #LMA16
So What Is Being Digital
Supposed to Mean?
Being an effective digital marketer means more than a shift
of tactics. It really does require a change in mindset.
You can’t throw out everything you know, but you also can’t
pretend that everything is the same, but with more ... digitals.

11. #LMA16
4 Keys to the Digital-First
Mindset
Good digital marketers make 4 clear shifts in how they think
about marketing strategy:
1. From targeting audiences to inviting users
2. From creating impressions to building experiences
3. From wide market research to deep, qualitative insights
4. From transactional ROI to cross-interaction engagement

12. #LMA16Audiences vs. Users
There’s a reason why digital marketers talk about “users” rather than
“audiences.” It reflects a fundamental shift in how we think about the
targets of our communications.
“Audiences”
Inherited from mass media & publishing
• Group-based
• Receptive
• Passive
• Focused
…for as long as the performance lasts
“Users”
Inherited from digital app & industrial design
• Individual
• Participatory
• Active
• Distracted

13. #LMA16Adopting the User Mindset
Placing the concept of the “user” at the center of your marketing
strategy entails real shifts beyond a change in metaphor:
• Users are active seekers (not receivers) of information
• Users have an agenda
• Users expect attention from you
• Users interact in a context you can’t alwayscontrol
• Users’ primary interactions are with each other

14. #LMA16
Audience vs. User =
Push vs. Pull Marketing
It’s no coincidence that the rise of the user
coincides with the rise of “pull marketing.”
Digital marketing’s strengths are best
realized in a strategy that invites users to
interact by offering useful content.
Push Marketing Tactics
Direct Mail
TV / Radio
Print Ads
Email Blasts
Trade Shows
Pull Marketing Tactics
Social & Blogs
Speaking & Presentations
SEO
Videos
Thought Leadership

15. #LMA16Impressions vs. Experience
Not long ago, many marketers considered their brandsprimarily
through the lens of the “impression.” But now, more leading CMOs
and organizations place experience (especially digital experience)
at the center of brand value.
Source: Gartner Group
World Economic Forum, Accenture/Forrester

16. #LMA16
Impressions Start with
the Brand
The traditional marketing approach starts with a clear picture of the
brand, designs impressions (i.e., usually ads), and then pushes those
out in search of audiences:
Brand
Got one!
R-O-I!

17. #LMA16Experience Starts with the User
In a Digital mindset, you start with the user. The engagement,
interactions and delivered value that you create serve to pull the user
into your brand.
Brand is not the starting point, but the goal. Of course, this requires a
deep understandingof your users: their roles, needs, and context.
BrandUser
ENGAGEMENT
INTERACTIONS
DELIVERED VALUE
EXPERIENCE

18. #LMA16
Developing a Deep
Understanding of Users
Traditional market research won’t provide a complete picture of your
users, no matter how much you invest. To understand where to start
your experience, you need user research.
This is especially important for any business (like a law firm) that
focuses on a relatively small set of highly qualified buyers.
Market Research
What people say
What people buy
Wide scope
Broad, quantitative insights
User Research
What people do
How people interact
Narrow focus
Deep, qualitative insights

19. #LMA16Tools of User Research
The techniques of user research look very different from traditional
marketing research:
• Interviews: One-on-one conversations with key representatives to
understand user contexts, needs, and dispositions
• Surveys: More targeted and personalized than traditional surveys, focused
on habits, preferences, and actions
• Prototype Testing: Detailed, task-based walkthroughs of potential solutions
before they are released or published
• Dynamic Optimization: Techniques like A/B testing that gather real-time
data to facilitate ongoing improvements in digital interactions
The outcomes may look different as well. Raw insights are often
transformed into personas, journey maps, and strategic vision briefs.

20. #LMA16
User Research Is Often
Faster and Easier
The good news is that the deep,
qualitativefocus of user research
often means that it is faster and
easier than traditional market
research.
To arriveat meaningful results for
usability testing, for example, you
only need about 5-8 participants for
each major user group.
Strategic interviews are similarly
focused. 15-25 individual interviews
across all users groups will usually
uncover most of what you need to
know.
Source: Nielsen Norman Group

21. #LMA16
Moving Away from
Transactional ROI
Even as digital focuses the data we need as inputs, it has
complicated how we measure the results. Traditional marketing can
more easily link its activitiesto the bottom line:
This works well when you can aggregate many discrete transactions
and identify patterns in a large data set.
Relationship-based businesses, however, celebrate“success in the
ones”: the one big client, project, or matter you bring on. How can we
know digital’scontribution?
Ad
Campaign
Sales /
Conversions
$$$$

22. #LMA16Breaking Down “Success”
One approach is to break down the “sale”
into discrete stages and assign KPIs:
Customer Stage Potential KPIs
Research Solution Generated leads, RFPs,
Thought leadership reach
Active Evaluation Pitch win/loss; Account
activity (meetings, calls, etc.)
Formalize Relationship Revenue (finally!)
Loyalty Referral rate, Return
business, Event attendance

23. #LMA16
Mapping KPIs to Digital
Metrics Can Be Complex
How digital metrics map to business-level KPIs can be
unclear. Part of the problem is the number of options:
Web
• Visits
• Return visits
• Bounce rates
Email
• Subscriptions
• Opens
• Click-throughs
SEO
• Page rank
• Keyword activity
• Referred traffic
Social
• Impressions
• Engagement
• Click-throughs
CRM
• Contacts
• Relationship depth
• Activity levels
Events
• Attendance
• Materials download
• New contacts

24. #LMA16
How BCG & Kimberly-Clark
Secured Digital Buy-In
Case Study

25. #LMA16
How to Set Concrete Goals
& KPIs for Your Digital Efforts
Exercise

26. #LMA16
Business Objectives
Marketing Agenda
User Agenda
Blended Agenda Digital KPI=
KPI Workshop Map

27. #LMA16KPI Workshop Map• What are your managing partner's objectives for the business?
Business Alignment
• Identify 2-3 marketing objectives that support the business objectives
• Brainstorm the client interactions that would help you achieve the objectives;
categorize
Marketing Agenda
• Identify your customer's agenda; What are they trying to solve for? What are they
looking for from you/others?; categorize
Customer Agenda
• Align the marketing and the customer agenda; do gaps exist?
Blended Agenda
• What can we devise to measure engagement across our mutual agendas?
• How do we expect to see our KPIs move over time?
Develop Your Digital KPI
• What are your managing partner's objectives for the business?
Business Alignment
• Identify 2-3 marketing objectives that support the business objectives
• Brainstorm the client interactions that would help you achieve the objectives;
categorize
Marketing Agenda
• Identify your user’s agenda; What are they trying to solve for? What are they
looking for from you/others?; categorize
User Agenda
• Align the marketing and the user agenda; do gaps exist?
Blended Agenda
• What can we devise to measure engagement across our mutual agendas?
• How do we expect to see our KPIs move over time?
Develop Your Digital KPI

28. #LMA16
Adopting a Multi-
Channel Approach
Orchestrating your Digital Marketing

29. #LMA16
Digital Strategy in “We need to start using…”
1995
2001
2003
2004
2007
2008
2010
2011
2013
2015
The Web
Video
Email/CRM
Blogs
Mobile App/Web
Social Media
SEO (begrudgingly)
Responsive Design
Native Advertising
Personalization
A Brief History of Digital
Strategy

30. #LMA16
You Don’t Need Any
More Tactics
In the past ten years, “digital
strategy” meant assembling an
ever-expanding range of tactics.
B2B marketers are now more
likely than not to be active
across a broad range of digital
tactics. The question isn’t how
to be digital.

31. #LMA16
Even as Our Confidence
(and Spend) Rises …
Early skepticism is being rapidly erased as digital channels
measurably prove their contributions.
Among CMOs surveyed by
Accenture, 37% believe that
digital will account for over 75%
of their marketing budget in the
next five years.
48%
44%
53%
52%
62%
56%
58%
60%
61%
63%
Social
Email
Branded Content
Search
Website
Increase in channel effectiveness from 2012 to 2014
2014
2012
Source: CMOS: Time for digital transformation, 2014
• % of survey respondents who find each channel
“effective” or “very effective”

32. #LMA16
… We Are Less Confident in
Overall Experience
In the same Accenture survey, CMOs reported that their ability to
use multiple channels strategically and in an integrated way fell
seven points, from 53% in 2012 to 46% in 2014.
39% 29%
How important is delivering an effective
customer experience to your company?
Important Essential
44% 12%
How successful is your company at delivering
an effective customer experience?
Very Successful Extremely Successful
68% 56%
Source: CMOS: Time for digital transformation, 2014
Among B2B CMOs surveyed:

33. #LMA16
Marketing Orchestration
Is a Top Challenge
The top transformational
problem in marketing is no
longer “how to be digital.”
According to Forrester
Research, the top problem is
about how to coordinate and
integrate fragmented activities
into a coherent customer
experience.
In short, the new goal is
orchestration.
Source: Commissioned study conducted by Forrester
Consulting on behalf of Responsys, 2013
18% 18%
17% 14%
13%
13%
0%
10%
20%
30%
40%
50%
60%
Long-term Relationships Cross-channel Experience
Which are your marketing organization’s
top three goals?
First Second Third

34. #LMA16Marketing Orchestration
An approach that focuses not on delivering standalone
campaigns, but instead on optimizing a set of related
cross-channel interactions that, when added together,
make up a personalized customer experience.

35. #LMA16Elements of Orchestration
The elements of a well-orchestrated campaign are simple when
considered in isolation. When coordinated across all points, however,
they can create a truly differentiated experiencefor your users:
Brand
• Topic alignment, Addressing the right user, Tone and style,
Interaction and visuals
Tactics
• Arranging channels, Being where your users are, Evaluating new
tactics
Variety
• Multiple formats, Media, Isolation of individual themes, Leveraging
visualization
Cadence
• Building anticipation, Controlling release, Keeping the themes alive

36. #LMA16
PwC Annual Global
CEO Survey
Case Study

37. #LMA16
PwC Annual Global
CEO Survey
• 2016 was the 19th consecutive year for PwC’s survey of
global CEOs
• Covers questions about its businesses, industries, the
world economy, and major social issues
• Launched at the WEF Forum in Davos in late January
(20 January 2016)
• Represents one of the best coordinated digital
campaigns by a professional services organization

38. #LMA16
Generating pre-release buzz on Twitter

39. #LMA16
Participation by several practitioners

40. #LMA16
Launch at WEF Forum with live Webcast

41. #LMA16
Responsive site with overview & full report

42. #LMA16
No slides here – Just data to explore

43. #LMA16
Guided structure helps users browse & skip

44. #LMA16
Users can filter & slice (i.e. personalize)

45. #LMA16
Videos feature participants (not PwC)

46. #LMA16
All channel push with data & viewpoints

47. #LMA16
Media pick up report with visual assets

48. #LMA16
Interviews & commentary maximizes release

49. #LMA16
Even the Hollywood Reporter cares!

50. #LMA16
Tweets from individuals propel after launch

51. #LMA16
LinkedIn leveraged for commentary

52. #LMA16
Particular themes chunked out over weeks

53. #LMA16
Full access attracts influencer commentary

54. #LMA16
Two months later, and they’re still going

55. #LMA16
What Makes This a Great
Campaign?
• Brand Alignment: They’re talking to the right people, about the
right themes
• Tactic Choice: Twitter, LinkedIn, Web, Mobile, Video, In-person
Event – this is where their users look for good information
• Full Access / Participation: By releasing all the data, they generate
participationand attract key industry influencers
• Interactive Personalization: Letting users select the right data
ensures the greatest perceived relevance
• Timing: Carefully constructed calendar of activities
• Early buzz
• Big release
• Commentary & press
• Incremental themes to keep conversation alive

56. #LMA16
How Do You Evaluate
New Digital Tactics?
Discussion

57. #LMA16
Smarketing: A Digital Collision
of Marketing & Sales
Adopting a Strong Business Strategy

58. #LMA16
… Sales and marketing were in love
True, Marketing wanted a long-term
relationship and Sales only wanted
a one-night stand, but it was clear
where everyone stood.
Source: http://blogs.cisco.com/socialmedia/smarketing-a-sales-marketing-love-story

59. #LMA16
Then Something HORRIBLE
Happened
DIGITAL
DISRUPTION

60. #LMA16Age of Digital Transformation
Digital transformation refers to the changes associated
with the application of digital technology in all aspects
of human society.

61. #LMA16
Even Business Models. Even Sales &
Marketing
Disruption Changed Everything

62. #LMA16The Disrupting Factors
Introduction of the
Self-Directed
Buyer
Increased Access
to Content &
Information
Improved Tools for
Targeting &
Delivery
Proliferation of
Insightful Data
Fluid Online &
Offline Brand
Experience
Focus on Revenue
& Efficiency

63. #LMA16
“Smarketing” Is the Opportunity for
Relationship-Based Businesses
The term "smarketing"
refers to alignment
between your sales and
marketing teams, created
through frequent and
direct communication
between the two.

64. #LMA16
What ‘Smarketing’ Looks Like
for PSOs?
1. Relevant: All user touchpoints are informed by all
previous interactions, regardless of channel
2. Personalized: Technology enables 1:1, relevant
marketing plans
3. Data-Inspired: Marketing becomes responsible for
‘insights;’ and the technology that underpins it (!)
4. Interconnected: Lead generation/nurturing is no
longer the sole domain of business
development/sales

65. #LMA16Start at the End
Source: http://www.slideshare.net/HubSpot/the-power-of-smarketing

66. #LMA16Sales & Marketing BFFs
Aberdeen research indicates
companies who ‘get’ sales and
marketing integration grow 20%
faster than those who don’t.

67. #LMA16
How Kimberly-Clark Taps Its
CRM in Order to Serve the
Right Content at the Right Time
Case Study

68. #LMA16
Setting Yourself Up
for Success
How You Can (and Should) Change with Technology

69. #LMA16At This Point, We Have…
1. Established our Digital Goals
2. Built Effective Strategies to Reach Our Users
3. Identified Opportunities for Digital Disruption
4. Create the Change Necessary for Digital Success

70. #LMA16

71. #LMA16Webmaster Needed
Job Requirements:
Skills
• Fluent in “HTML for Dummies”
• Limited social skills
• Must be proficient in Netscape
Navigator
• Animated GIF Experience
• Working knowledge of Geocities
• Ability to create ‘Sign My Guestbook’
and Site Visitors Counter
Application Experience
• FrontPage ‘98
• Netscape Navigator
• Dial-up Modem Proficiency
• LISTSERV

72. #LMA16
Digital First in
Everything We Do

73. #LMA16It Starts at the Top

74. #LMA16
Where Do You/Your
Lawyers Fall?
Source: Precedent.com

75. #LMA16
Responsive to New
Digital Opportunities

76. #LMA16
Technology Adoption
Is Accelerating

77. #LMA16It Starts at the Top

78. #LMA16At This Point, We Have…
“The cloud services market is expanding 5 times faster
than traditional IT spending.” (Deloitte University Press)

79. #LMA16
Configuring for Digital as
a Business Process,
Not a Project

80. #LMA16It Starts at the Top

81. #LMA16It Starts at the Top

82. #LMA16
Digital Marketing as
a Process
Roadmap 3-5
Years
Stop Thinking
Bi-Modally
Embrace a
‘Software Release’
Mentality
Understand the
Difference
between ‘Hubs’
and ‘Spokes’
Report Regularly
on Digital
Progress
Align Resources
Around the
Process

83. #LMA16
Aligning For a Single-
User Experience

84. #LMA16

85. #LMA16

86. #LMA16

87. #LMA16Aligning for a User Experience
To step away from skills-based silos, some experts recommend campaign-
based structures. For PSOs, we propose a more forward-leaningmodel:
user-journey based teams.
By Skills
By specialized skills:
• Web
• Social
• Email
• Mobile
• CRM
• Marketing
• Business Development
By Campaign
Cross-skill, within campaigns:
• Practice Group
• Office/Region
• Industry
By User Journey
Focused on stage of user
journey:
• Awareness
• Consideration
• Current Customer
• Loyalty

88. #LMA16
How Digital Has Encouraged
Changes to BCG’s &
Kimberly-Clark’s
Organizational Structures
Case Study

89. #LMA16
How Is Your Team Structured?
What Skills Are Necessary?
Discussion

90. 2016
THANK YOU!
Legal Marketing Association
Annual Conference
April 11-13, 2016 | JW Marriott Austin #LMA16
Masters in Digital