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Digital Strategy by Clive Gardner at Overherd

Notes from Clive’s presentation:

  • The NSPCC has a child audience and an adult audience with very different needs
  • They have about a hundred campaigns a year.
  • The campaigns explain a need, and that the need needs help.
  • Only about 20% of the messages in a campaign ask for money.
  • Other messages build the NSPCC as a favourite brand.
  • Charities are not transforming digitally fast enough to reflect the world around us.
  • Charities shouldn’t be at the leading edge of marketing.
  • In order to innovate, big slow charities need to work with fast partners.
  • Learn from those who are doing it well
  • Digital is a way of doing things.
  • Digital has to help set the culture to be able to respond to needs faster.
  • Building a preference centre helped towards a single customer view but it’s still five years away.
  • Digital Risk Assessment needs a ‘Pace’ dimension to add to Severity and Likelihood
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Birkbeck University Open Evening

Birkbeck Evening Open
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Jess Glynn at O2

Jess Glynn at O2
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Week Notes #119

What happened this week…

  • Tested increasing the volume of Freshdesk emails.
  • Attended Sitecore training.
  • Reviewed the requirements for listing on Ebay through Magento.
  • Finished the first draft for the ‘Guide to writing a business case for your defibrillator’.
  • Set up and tested order export files for drop-shipping.
  • Began setting-up defibrillators in Magento.
  • Added the new Pride pin badge to the Online Shop.
  • Fixed issues with address lookup and search function.
  • Worked on fixing the sales tracking in analytics and tag manager.
  • Met with a new sports clothing supplier.
  • Updated the Ecommerce Time Tracker.

Read this week…

Doing next week…

  • Discussing the new range of events clothing.
  • Going live with order exports by warehouse.
  • Creating a Defibrillator Guardian certificate.
  • Writing requirements for handling bulk discount codes and product personalisation.
  • Continuing to add defibrillators and accessories to Magento.
  • Attending AX training.
  • Catching up with Christmas card advertising with the Digital team.
  • Meeting with the Customer First Programme Manager.

Interesting stat of the week…

  • Looking back over the past three years, the gender split of our customers has stayed broadly the same with 66% female and 34% male.

In the not too distant future….

  • Working more closely with the Events teams to enable events participants to order from the Online Shop.
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A roadmap to where

There has been quite a bit of interesting discussion on Twitter about Roadmaps; what they should include, how they should be structured, how to make them useful for agile teams.

John Cutler's tweet about roadmaps

A roadmap shows the direction and the destination. If we think about actual roadmaps, where the metaphorical roadmaps we refer to come from, they show all the possible destinations (towns, cities, etc.) and all the possible routes to get there (roads). Typically, if you wanted to get to a particular destination (achieve an outcome) you would start heading in that direction, but if an obstacle was in your way you’d change route but still be heading in the same overall direction towards the destination. Some routes are faster, some routes are more interesting.

So, a good roadmap (back to our metaphorical roadmaps now) should show the outcome that we want to achieve (destination) and provide some direction of travel as a guide to keep teams moving towards the destination. The direction of travel acts as strategic bumpers to help explain the ‘where to play’ decisions but gives the team enough room to decide on the route for themselves.

Roadmaps that explain the destination and the direction of travel become ‘who & why’ roadmaps rather ‘what & when’ roadmaps. ‘What & when’ roadmaps are misleading and often obscuring because they try to define what the team should build before they’ve started the journey and when they’ll be able to do it. ‘What & when’ roadmaps show uncertainty as a pretend certainty.

So, we should accept that ‘Roadmap’ is an incomplete phrase. We should be clear about it not meaning ‘A roadmap of what to build when’. We should be clear about ‘roadmap’ actually meaning ‘A roadmap of why we’re building and who we’re building it for’. Then roadmaps become about achieving an outcome (getting to the destination) rather than the stops along the way. Then our phrasing can become more specific; ‘A roadmap for achieving x for y’. That could be ‘…achieving product/market fit for our idea’ or ‘…achieving 30% time saving for regular subscribers’.

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Week Notes #118

What happened this week…

  • Wrote a guide to writing a business case for defibrillators.
  • Fixed the email sending issues for Freshdesk.
  • Reviewed designs for the new brand sports clothing.
  • Caught up with the Digital team regarding Christmas card advertising.
  • Worked with the Data team regarding the Christmas Card email marketing.
  • Promoted Christmas cards in the monthly BHF newsletter to supporters.
  • Revised the brief for advertising defibrillators.
  • Added two new Christmas card designs to the online shop.
  • Reviewed Christmas card performance on Amazon.
  • Set up date fields and uploads in Dotmailer for defibrillator onboarding.
  • Began clearing stock in preparation for the RMSP cutover.
  • Helped the Social Team with the CPR chatbot.
  • Setting up FTP locations for dropship order exports.
  • Discussed selling bought-in goods on Ebay.
  • Set objectives for next year.

Read this week…

Doing next week…

  • Launching our Christmas themed donation page and footer banner.
  • Working on order exports by warehouse code,
  • Writing a guide to fundraising for defibrillators.
  • Planning for selling new goods on Ebay.
  • Setting up the FTP location for the Central Ordering site.
  • Writing requirements to automate finance reports.
  • Visiting a new sports clothing supplier.
  • Doing SiteCore training.

Interesting stat of the week…

  • Comparing the first week of November this year to last year, the number of visits performing a search increased 131%.

In the not to distant future…

  • Roadmapping by customer segments
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Littlehampton Beach

Littlehampton Beach
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Rewriting the ATBA-UK Articles of Association for 2018

In preparation for the changes in how ATBA-UK will be managed over the next few years I’ve rewritten the ARTICLES OF ASSOCIATION OF ALL TERRAIN BOARDING ASSOCIATION LTD. These will be agreed at the upcoming Special General Meeting where the new directors will be appointed, and will allow them to manage ATBA-UK as an organisation that licenses it’s brand name, competition formats, instructor training courses, etc. rather than one that operational delivers those things itself. It means that any organisation or individual from the mountainboarding community can apply to the ATBA-UK to hold a competition, for example, and be able to use the ATBA-UK name and resources such as banners, insurance, boarderx competition spreadsheet.

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What did the CPR bot acheive?

As part of Restart A Heart Day 2018 we built a chatbot to find out how much people know about CPR and whether we can help people feel more confident about giving CPR.

Proportion of users completing each step

Over 1,100 people used the CPR chatbot over two days.

Percentage of unique users who triggered the flow more than once

Percentage of unique users who triggered the flow more than once

Some of the phrases that re-triggered the flow were responses such as  ‘/like’, ‘thanks’,  ‘okay’ and ‘thank you’, and answers to the questions which people typed rather than clicking the buttons. Interestingly, these all started with lower case, so ‘yes’ rather than ‘Yes’.

Percentage of people who finished the flow

77.3% of people finished the flow. That’s much higher than I expected. It shows that people are interested in CPR and are comfortable engaging with a chatbot.

Percentage of people who finished the flow

Percentage of people who got the right answers

Percentage of people who got the right answers

80.9% of the questions the bot asked about how to perform CPR were answered correctly. This perhaps indicates that the questions were pitched at the right level for the knowledge of the participants as we were trying to help them be more aware of CPR rather than test their current knowledge.

Percentage of people how felt more confident about giving CPR

Percentage of people how felt more confident about giving CPR

Of all the people that completed each step and got to the end of the flow to answer the last question, 92.2% said they felt more confident about giving CPR. That’s a good thing to achieve.

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Using Freshdesk – what I’ve learned so far

Principles rather problems

It’s more important to be trying to adhere to principles rather than solving a particular problem (as the problem probably isn’t understood well enough, and will change).
We agreed on three principles.

  • Shared: We all work together to give the customer the best experience of the BHF. Customer experience is everyone’s responsibility.
  • Speed: We want to provide the fastest route to resolution for the customer.
  • Satisfaction: We want the customer to feel satisfied with the resolution, keep the relationship intact and maintaining the reputation of the BHF.

People drive processes

Any new system/product/business area needs someone to act as guide for others and make decisions and develop best practice. Without that people apply their previous ways of working to the new system, and then they don’t gain any of the benefits, and using a new system in an old way just creates drag on a process we’re trying to streamline.

Shifting mindsets

Emails are either replied-to or not replied-to, they have a binary state that doesn’t reflect the complexities of customer service.
Tickets in Freshdesk for Ecommerce Customer Services can exist in any of 224 different states, and some other teams have even more states. This means that each ticket can have a state within Freshdesk that more closely reflects the state of the customer’s enquiry in real life.
To use Freshdesk at it’s best we stop thinking about individual tickets, and instead think in states. So, it’s about asking “for the state of ‘Urgent and waiting on third party’, what’s going on in that state and is there anything I can do to make that state smaller and the ‘Resolved’ state larger?”

Empowering people

Calling them ‘agents’ is an interesting turn of phrase. They are agents of the organisation, representing the BHF. But to be agents they have to have a sense of agency, to be able to assume responsibility for their actions, to feel in control, to believe in their capacity to handle a wide range of tasks or situations. Freshdesk provides this. If software is the encoding of human thought, then Freshdesk is software that embodies this sense of agency.