Process Document # 6 Communications & Marketing

Transcription

1 Process Document # 6 Communications & Marketing Version 6.1 Dec 5, 2014 Document Approval Process Owner: Andrew Patton - Manager Communications & Marketing Signature: Date: Sarah McDowell - Marketing Communications Specialist Signature: Date: Carole Jirard (Contractor) Translation Specialist Signature: Date: Note: Your signature indicates that you agree with the contents of this document and that it accurately reflects the current state of business operations within your Division at the Canadian Kennel Club.

2 Document Information Title: Version: 6.1 Status: Purpose of Documentation: Document Soft Copy file path: Canadian Kennel Club Communications & Marketing Draft This document summarizes the current state as is operational processes and serves as a baseline for the business process owners and the organization in general to understand; - End-end operational workflow and metrics - Operational pain-points - Continuous improvement opportunities This document will be used to formulate the future state solution requirements which will be further documented in an RFP. Document History Version: Date: Updated by: Comments: 6.0 Nov 10, 2014 Tom Gibson Working draft for review 6.1 Nov 21, 2014 Tom Gibson Draft for signature 6.2 Dec 5, 2014 Pamela Harding Updated version numbers and the Mega Process Page 2

3 Table of Contents Document Information... 2 Document History... 2 Table of Contents Process Information Process Overview... 5 High-Level Process Description:... 5 Process Objectives:... 5 Participants (include External participants if applicable):... 5 Inputs / Pre-requisites to this Process (include who is responsible):... 5 Outputs / Post-requisites to this process (include who is responsible):... 5 Out of Scope:... 5 Relevant Policies... 6 Relevant SLAs / Metrics:... 6 Location of Supporting Documentation:... 6 Additional Information: Glossary of Key Terms High-Level Mega Process Map Communications & Marketing High-Level Process Map Communications & Marketing Activity-Level Process Map Translation Services Activity-Level Process Description Translation Services Pain Points and Continuous Improvement Translation Services Opportunities Translation Services Activity-Level Process Map Communications Services Activity-Level Process Description Communications Services Pain Points and Continuous Improvement Communication Services Opportunities Communications Services Activity-Level Process Map Graphics Services Activity-Level Process Description Graphics Services Pain Points and Continuous Improvement Graphic Services Opportunities Graphic Services Activity-Level Process Map Marketing and Sponsorships Page 3

4 1.0 Process Information Business Process Purpose Business Unit Business Sub-Processes Process Stakeholders (those in addition to the functional units involved): Communications & Marketing Has the mandate to engage with its members and to foster the development of the relationship between its members, business partners, sponsors as well potential members and stakeholders within the CKC eco-system. It achieves this purpose through various communications services, translation services, graphics, on-boarding business sponsors and marketing. Communications & Marketing 1. Communication Services 2. Translation Services 3. Graphics 4. Sponsorships 5. Marketing 1. Members 2. Communications team 3. Business partners 4. General dog community 5. Board members 6. Committee members 7. Quadrant (CKC s marketing partner to assist in market management efforts) Page 4

5 2.0 Process Overview High-Level Process Description: Process Objectives: Participants (include External participants if applicable): Inputs / Pre-requisites to this Process (include who is responsible): Outputs / Post-requisites to this process (include who is responsible): Out of Scope: This Team has the mandate to execute on its business purpose and to deliver communications and marketing services through various sub-processes including; 1. Publishing newsletters 2. Publishing blasts 3. The development and delivery of online web content 4. Supporting and facilitating the CKC blog-isphere 5. Providing translation services 6. Providing graphics services 7. Engaging with and developing relationships with its business stakeholders 1. CKC Club Awareness 2. Revenue growth through sponsorships 3. Delivery of translation and membership services 1. Communications & Marketing Team members a. Translation team b. Graphic arts 2. Business Partners 3. Sponsors (pet insurance, BMO, Pet food) 4. Quadrant Inputs to this process include: 1. CKC Bylaws keeping current with noted policy changes. Note: Board members change every 3 years. 2. Execute on Strategic Imperatives as mandated by the CKC executive leadership team, Board and various committees. 3. Member and stakeholder feedback 4. Client requirements for graphics, translation and product development support Note: this Team needs processes and technology to be agile in order to respond in a timely manner to process input changes. Web content, social media support, blasts, sponsorships, translated documents, graphics that meeting CKC branding standards, Pricing strategy, product design and go-to market strategy and tactics e.g. Companion and purebred dogs Page 5

6 Relevant Policies Relevant SLAs / Metrics: Location of Supporting Documentation: Additional Information: 1. CKC Policy and Procedures these are available on-line on the public website homepage as Useful Resources. 2. Animal Pedigree Act 3. CKC Committee bylaws 4. CKC Strategic Imperatives 1. Translation services: The number of words we translate is tracked 2. Facebook: Number of interactions to posts 3. Overall the number of members within the organization 4. Open rates: The blast has built-in analytics. How many open ? Did it lead to a web site visit? 5. Revenue target 6. Expense Budget target Documentation can be found on the CKC.ca website on the homepage under useful resources referencing bylaws and committees. Business continuity risks: minimal If marketing was shut down for a brief period of time, the organization could still function. 3.0 Glossary of Key Terms Term Definition Page 6

7 4.0 High-Level Mega Process Map Communications & Marketing Process Document Communications & Marketing Page 7

8 4.1 High-Level Process Map Communications & Marketing Process Document Communications & Marketing Page 8

9 5.0 Activity-Level Process Map Translation Services Literature that needs to be translated into French or English. This may include rulebooks, regulatory correspondence, bylaws, event materials All clients (internal departments) provide a French document that needs to be translated into English or vice versa One full time person & one contractor who work in house provide these services There is an overflow capability of external translator/contractors who support this function on an as required basis A digital copy is created as output Costs are billed back thru the system Translation process cycle times can take up to one month (subject to prioritization and resource availability) vs. a simple response letter can take a day Board minutes are one of the biggest and most time consuming documents to translate Annual budget is ~ $80k Page 9

10 5.1 Activity-Level Process Description Translation Services Process Document Communications & Marketing Activity Description Input Output What takes place in the activity (at this level of detail, there will be a few tasks within each activity. Discuss at a high-level). What is required to complete this activity? 1.0 Translation requirements Input document for translation What does this activity produce? Systems Used What systems, if any, are used during this activity? Various Additional Information List additional pertinent information here, such as issues, cycle time, areas for improvement, etc. 2.0 Translation Scheduling Analysis of scope of work 3.0 Translation Trained and experienced translators 4.0 Tracking and chargeback Words and time are tracked Commitment of deliverable to client Translated document Billing back to client department Manual 5.2 Pain Points and Continuous Improvement Translation Services 1.0 Budget constraints on what can be translated and how much it will cost. If document is too long a synopsises may be given In order to save on costs 5.3 Opportunities Translation Services 1.0 Try to be smarter in translation e.g. may only require a synopsis versus go into detailed translation more efficient improvements: what is relevant? Does it need to be translated? Clients could use on-line translation tools i.e. Google to answer brief s. 2.0 Recognize that French members have different needs and not everything needs to be translated Page 10

11 6.0 Activity-Level Process Map Communications Services Process Document Communications & Marketing Process notes: About 35% of the department s time is spent on communications 75% of the time they are acting on a need from a client both internal and external; other 25% are initiated within communications Team i.e. news letter Once requirements have been received a communications strategy is developed and tactics are delivered accordingly Communication tactics may include , twitter, Facebook, blog on website, could be direct mailing, press release etc. Turnaround time depends on urgency and scope but could range between a day to a month No chargeback for these services, absorbed within departmental budget A resource from membership services helps with CKC responses to online feedback through Twitter and Facebook. 15 hours is charged to Registration per week for this service. Otherwise Sarah and Andrew work on the media. Analyzing the analytics afterwards, Sarah takes care of that and creates reports. Page 11

12 6.1 Activity-Level Process Description Communications Services Process Document Communications & Marketing Activity Description Input Output What takes place in the activity (at this level of detail, there will be a few tasks within each activity. Discuss at a high-level). What is required to complete this activity? 1.0 Communications requirements Client requirements and agreement on communications objectives 2.0 Communications strategy Analysis of communications audience, message, medium, timing, measurements, cost 3.0 Communications tactics delivery Trained and experienced translators What does this activity produce? Agreement on communications objectives Agreement on communications plan Communications out , web, direct mail, social media etc. Systems Used What systems, if any, are used during this activity? Various Manual Ckc.ca, mailchimp, survey monkey, Twitter, Facebook Additional Information List additional pertinent information here, such as issues, cycle time, areas for improvement, etc. Better documentation of client requirements 6.2 Pain Points and Continuous Improvement Communication Services 1. Input process could be improved. We could have a better-defined process for client requirements i.e. a Requirements Brief which better document client requirement and reduce revisions and rework. 2. Clients need to work closer with the Communications Team and respect production schedule lead-times. 6.3 Opportunities Communications Services 1. Ability to measurement effectiveness of communications we need to improve this and analyze and act on the data better 2. Need to improve more efficient Mailchimp blasts Page 12

13 3. Need to drive better changes getting leveraging other depts. To do the changes themselves i.e. blast Facebook Web content Twitter 4. Database of member what their needs and wants are what focused communications can be Page 13

14 7.0 Activity-Level Process Map Graphics Services About 15% of department s time Inputs 75% from internal clients when a document is changed the graphics need to be re-aligned to be printed Scope includes any necessary photography or management of photographers Review consistency of logo, font, branding and colors Stacey does the work on the kennel and bench magazine, rule book, newsletter, forms, annual reports, video editing Page 14

15 7.1 Activity-Level Process Description Graphics Services Process Document Communications & Marketing Activity Description Input Output What takes place in the activity (at this level of detail, there will be a few tasks within each activity. Discuss at a high-level). What is required to complete this activity? 1.0 Graphic requirements Input document for graphics 2.0 Scheduling Analysis of scope of work 3.0 Graphics Delivery Trained and experienced graphics artists What does this activity produce? Commitment of deliverable to client Consistent copy, look and feel (branding, logos, colours etc.) 4.0 Tracking and chargeback Time is tracked Billing back to client department Systems Used What systems, if any, are used during this activity? Various Manual InDesign (by Adobe) Additional Information List additional pertinent information here, such as issues, cycle time, areas for improvement, etc. 7.2 Pain Points and Continuous Improvement Graphic Services 7.3 Opportunities Graphic Services 1. Improvements: input client requirements better understand what they require and how they can get it 2. Budget: track back to the client (example if rule book is changed charge should go back to that dept.) 3. Increased video production 4. Greater involvement in visual brand representation and compliance to branding criteria (use of CKC logo, font, dog image selection, style) Page 15

16 8.0 Activity-Level Process Map Marketing and Sponsorships This Team has engaged the services of Quadrant to assist with Process Document Communications & Marketing 1. CKC Awareness 2. CKC Advertising Limited advertising budget currently being spent on travel to shows and events ~$10k annually 3. CKC Sponsorship Marketing s goal is to connect members with additional CKC value-added services / service providers i.e. Royal Canine. Pure marketing effort only consumes ~5% of the Teams current work efforts. CKC has developed a Marketing platform with a vision to continue to evolve services across 3 strategic pillars. The three pillars are: Breeding Purebred members Non-purebred members Pet Care / Health Pet Insurance Veterinary Training Referral Services Pet Nutrition Pet Food 8.1 Sponsorships 1. About 10% of Departments time 2. RFP created (Quadrant) for focus on this pillar 3. Just going to affiliates using relationships we have previously built and requesting sponsorship (e.g. Loblaw, pet food) 4. This is currently being developed/improved by Quadrant media Page 16

17 5. Three critical success factors for CKC needed from a sponsor: Something to give to members, advertising exposure for CKC or money for the CKC for sponsorship. 8.2 Pain Points and Continuous Improvement: 1. Generally, this Team is stretched and lacks the necessary resources to follow-up on feedback or questions in a timely manner, without dropping or reassessing other priorities. 8.3 Opportunities: 1. Continue to enhance the CKC website to show off wares as well as leverage this asset as an advertising platform for sponsors. 2. Develop website for additional on-line retail commerce. Include marketing in go-to market strategy and tactics as well inclusion in assessing CKC readiness. 3. CKC.ca as community portal to facilitate connecting members with veterinary services, insurers, club info, blogs for dissemination of information and feedback Page 17

18 9.0 Summary of Additional Opportunities: 1. Greater digital and on-line content, i.e. breeding standards e.g. video and photos available on CKC APP for use at events and trials 2. Greater accountability for CKC service pricing and strategy (discounting, fee schedule, price positioning) 3. Greater accountability for go-to market strategy and tactics. Marketing must participate (or lead up front efforts); preferably inclusive of cross-functional stakeholders. 4. Improvements to CKC membership database i.e. include 5. Marketing as change agent to move culture from a rules and regulation mindset to a we can help make that happen mindset. 6. Expand presence on social media (currently ~3600 registered on Facebook) 7. Membership feedback and analytics on more frequent basis. Consider including survey with member contacts through CKC contact centre. 8. Apps with affiliated clubs, dog parks, dog services i.e. dog walkers 9. Act more a communications hub to broker services within the canine community 10. Leverage extensive membership database as strategic asset for targeted marketing initiatives, sponsorship initiatives. Database to include member demographics, breeds, kennel name, awards, how long they have been registered members, address, activities and interests, purge deceased members. 11. Consider on-line chat services to supplement call desk operations 12. Blog posting by club (challenges include capacity to monitor? mediate a live chat? mediate the responses?) 13. Ad hoc resource relief to handle operational peaks (similar to translation services) Page 18