Experiential Planning
Workbook
Project:
Date:
Experiential Planning Workbook
Page 1
Scorecard
Experiential Planning scorecard
Scoping
1
2
3
4
5
Tracking
1
2
1 = not at all
Discover
1 = not at all
5 = fully
Discover
Think like the CEO
3
4
5
5 = fully
Scoring
1
2
3
4
5
Discover
1 = not at all
5 = fully
Battlefield
Brand exp audit
Plan
Plan
Persona
Plan
Touchpoint audit
Measurement plan
Innovate
Innovate
Valuweight
Innovate
Touchpoint design
Message map
Activate
Activate
On-plan
Activate
Contd. Exp focus
Optimise
Optimise
Optimise
Data gathering
Report & index
Data-led advice
ExP potential
Experiential Planning Workbook
Overall ExP rating
Page 5
Discover | Think like a CEO 1/5
Think like a CEO - What are the company’s goals at the highest level
(A1) What are the overall business goals, purpose, vision etc
Lead the market by offering the best virtualization solutions.
Set the virtualization agenda through thought leadership
Notes
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(A2) Why has this not yet been achieved already? What are the biggest barriers?
Company is successful and growing at an exponential rate.
In the market region, The event is a new (introduced in 2008) and important platform for achieving
these aims; this needs to grow in terms of reach and impact.
Competitors are catching up fast and will soon threaten the companies lead.
(A3) Background information / quotes / research etc
Add text
Experiential Planning Workbook
Page 8
Discover | Think like a CEO 2/5
Think like a CEO - What is the positioning and direction for the brand
(B1) What are the company’s objectives for the brand?
Add text
Begin collecting visual materials, including
examples of brand expression, colours etc
In some cases, particularly brand inside,
we may need to replace ‘brand’ with a
relevant element such as ‘business
growth plan’ or other factor that is
behaving like a brand internally.
(B2) How is the brand currently defined and how is it differentiated from competitors?
Notes
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Add text
(B3) Is the brand idea and promise aligned with the company’s longer term goals?
Add text
Experiential Planning Workbook
Page 9
Discover | Think like a CEO 3/5
Think like a CEO - Which stakeholders most influence the brand’s success
(C1) Who are the brand’s key stakeholders?
Add text
Notes
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(C2) What is the brand promise to each stakeholder group?
Add text
(C3) What does the brand promise stand for in their minds?
Add text
Experiential Planning Workbook
Page 10
Discover | Think like a CEO 4/5
Think like a CEO - What’s the current engagement landscape
(D1) What touchpoints connect the brand to its key stakeholders?
Add text
Notes
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(D2) What is the current communications strategy / plan for the brand?
Add text
Experiential Planning Workbook
Page 11
Discover | Think like a CEO 5/5
Think like a CEO - What’s competitive environment
(E1) How is the brand currently performing?
Add text
Notes
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(E2) Define the brand’s enemies. What are they doing better?
Add text
(E3) What is happening in the category that we need to shake up?
Add text
Experiential Planning Workbook
Page 12
Discover | Battlefield
Battlefield grid - template
+
Notes
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+
Our Client
Experiential Planning Workbook
-
Competitors
Page 13
Discover | Battlefield
Battlefield compass - template
variable #8
10
variable #1
Notes
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9
8
7
6
5
variable #7
variable #2
4
3
2
1
variable #6
variable #3
variable #5
Our Client
Experiential Planning Workbook
variable #4
Competitors
Page 14
Discover | Battlefield
Battlefield grid - example
+
Notes
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+
Our Client
Experiential Planning Workbook
-
Competitors
Page 15
Discover | Battlefield
Battlefield compass - example
variable #8
10
variable #1
Notes
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9
8
7
6
5
variable #7
variable #2
4
3
2
1
variable #6
variable #3
variable #5
Our Client
Experiential Planning Workbook
variable #4
Competitors
Page 16
Discover | Brand Experience Audit
The Brand Experience audit
About the audit
This activity is designed to explore the positives
and negatives of the existing touchpoints with
various stakeholders.
Note: The five ‘principles’ recur throughout the
process. So, although the language of the
principles (for example “create experiences
that ignite advocacy”) appears taken literally to
be referring to what we will do, at this stage we
are still looking at what already exists or what is
already defined.
Here the principles define the questions we
need to ask about the current state:
Where some of these elements are not fully
developed, it may be necessary to work with
the client to arrive at an agreed definition.
During this phase, direct evidence from the
client can be supplemented with additional
research – both secondary desk research and
any specific primary we find appropriate.
As with ‘Think like the CEO’ it is important to
remember that here we are looking at the
current brand status. We are not, at this point,
interested in the potential solutions.
Background reference
Above is the relevant frame from the
original Experiential Planning
PowerPoint
1) Be clear on your brand promise
Do you have clarity around the brand promise?
2) Translate your promise into behaviour
(To what extent) is the brand delivering the
promise at every critical touchpoint?
3) Cultivate your passionates
Who are the most influential stakeholders?
4) Create experiences that ignite advocacy
Does the current brand experience engage the
in the desired way? And does it drive the right
actions?
5) Gauge the impact
How do you measure the results currently?
Experiential Planning Workbook
Page 17
Discover | Brand Experience Audit | Brand promise
Brand promise - template
the brand promise is . . .
Notes
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....................
....................
“. . . . . . . . . .”
Experiential Planning Workbook
Page 18
Discover | Brand Experience Audit | Touchpoints
Touchpoint map - template
1
2
3
Experiential Planning Workbook
4
5
6
Notes
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Page 19
Discover | Brand Experience Audit | Touchpoints
Touchpoint analysis - template
Performance +
Notes
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1
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2
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3
...
4
...
5
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6
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Importance +
-
-
Experiential Planning Workbook
Page 20
Discover | Brand Experience Audit | Touchpoints
Touchpoint map - example
1
2
3
4
5
6
6
5
3
2
4
1
3
1
Notes
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3
1
3
Touchpoint description here etc.
Touchpoint description here
2
1
Experiential Planning Workbook
Page 21
Discover | Brand Experience Audit | Touchpoints
Touchpoint analysis - example
2
Performance +
Notes
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5
1
-
1
Touchpoint notes here
2
...
3
...
4
...
5
...
6
...
Importance +
3
4
-
6
Experiential Planning Workbook
Page 22
Discover | Brand Experience Audit | Passionates
Passionates
Who are your most important stakeholders?
Add text
What are their passions?
Add text
What are their current attitudes and behaviours
Add text
Notes
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What are their most important brand touchpoints?
Add text
Who do they influence?
Add text
Experiential Planning Workbook
Page 23
Discover | Brand Experience Audit | Experience
Step 4 experience
What engages them? (specific to this brand or
business idea / or generally)
What action do we want them to take?
What change do we want to achieve in their perceptions?
Add text
Add text
Passionates
Most influential stakeholders
Add text . . . . .
How well does the current brand experience
engage them (what characterizes it ) and how
well does express the brand promise?
What action currently results?
What change, if any, is achieved by the
existing experience?
Add text
Add text
Experiential Planning Workbook
Page 24
Discover | Brand Experience Audit | Experience
Step 4 experience
What engages them? (specific to this brand or
business idea / or generally)
Add text
Passionates
Most influential stakeholders
Add text . . . . .
How well does the current brand experience engage them (what characterizes it) and
how well does express the brand promise?
Add text
Experiential Planning Workbook
Page 25
Discover | Brand Experience Audit | Experience
Step 4 experience
What action do we want them to take?
What change do we want to achieve in their perceptions?
Add text
Passionates
Most influential stakeholders
Add text . . . . .
What action currently results?
What change, if any, is achieved by existing experience?
Add text
Experiential Planning Workbook
Page 26
Discover | Brand Experience Audit | Evaluation
Step 5 evaluation
Reaching the right influencers – measurement
techniques and results now:
Creating the right engagement – measurement
techniques and results now:
Add text
Add text
Evaluating ROE – measurement
criteria and results now:
passionates
engagement
Add text
Notes
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....................
Evaluating ROI – measurement
criteria and results now:
Add text
action
Stimulating the right action – measurement
techniques and results now
Add text
Experiential Planning Workbook
Page 27
Discover | Opportunity
Opportunity brief
1) What is the opportunity?
Add text
2) What is the business goal and objective?
Add text
3) What are the features & benefits of the brand/service?
Add text
4) What is the brand idea, promise and personality?
Add text
5) What are the brand’s opportunities &challenges?
Add text
6) What do we need to know about the category?
Add text
7) Who are we trying to reach?
Add text
8) What are their attitudes towards the brand?
Add text
9) What insight are we trying to instill in them?
Add text
10) What action do we want them to take?
Add text
11) What touchpoints are most critical to them?
Add text
12) What is the timeframe, geog scope and budget?
Add text
13) What does success look like? What KPIs exist?
Add text
Experiential Planning Workbook
Page 28
Plan | Introduction
The plan stage
plan
Experiential insights
• Stakeholder definition
• Touchpoint mapping
• Success criteria
definition
• Measurement planning
• Brand insight
Tools
• Persona
• Touchpoint Audit
• Measurement Plan
Experiential
Platform
Experiential Planning Workbook
Page 29
Plan | Passionates persona
Passionates persona:
Who they are and what they do that’s
relevant to the brand or organisation
Notes that bring to life the persona of this
important stakeholder
Add text
pic
What they think and feel now
An insight into the way they would express
their relationship to the brand, the product
category or the organisation involved
Add text
Experiential Planning Workbook
Page 30
Plan | Passionates persona
Passionates persona. Example: Dani – Local Branch Manager.
Who they are and what they do that’s
relevant to the brand or organisation
Notes that bring to life the persona of this
important stakeholder
Dani is 29 and she’s been
with Abbey for 4 years.
She’s recently become a
manager. She’s eager to
advance her career and she
is keen to see the new
systems being fully
operational. But she feels
that if she is too keen on the
new systems some of her
staff will see her as just a
corporate mouthpiece.
They’ve all heard horror
stories and she finds it hard
to keep taking the company
line that everything will be
alright soon.
Experiential Planning Workbook
What they think and feel now
An insight into the way they would express
their relationship to the brand, the product
category or the organisation involved
“We’re supposed to be a top bank but
many of our ways of doing things are old
fashioned. Even though we’re now
introducing modern systems that make it
easier to sell-up, and no one seems to like
the idea actually ‘selling’ our services – it’s
crazy, you’d think we were still in the
eighties.”
Page 31
Plan | Touchpoint Plan
Touchpoint Plan:
Best
experience
5
Breakouts &
Labs
8
Party
Logistics &
delegate
management
4
General
Sessions
2
On-line
experience
Branding &
application
10
Revenue
generation
6
Solutions
Exchange
1
9
7
Networking
3
Venue usage &
pathfinding
Neutral
Experiential Planning Workbook
Page 32
Plan | Touchpoint Plan
Touchpoint Plan:
Best
experience
5
Breakouts &
Labs
8
Party
Logistics &
delegate
management
4
General
Sessions
2
On-line
experience
Branding &
application
10
Revenue
generation
6
Solutions
Exchange
1
9
7
Networking
3
Venue usage &
pathfinding
Neutral
Experiential Planning Workbook
Page 33
Plan | Touchpoint Plan
Touchpoint Plan . Example:
Mapping the existing experience
Love the
brand
Decide to purchase
the product
Great functionality
and easy operation
2
Good product
upgrades
6
4
1
7
Easy to get started
with product
Great packaging
on arrival
8
Engage with the
brand promotion
Neutral
about the
brand
6
Poor information
about accessories
3
Disappointing
purchase process
5
Over complex
instructions
Hate the
brand
Experiential Planning Workbook
Page 34
Plan | Touchpoint Plan
Touchpoint Plan . Example:
Mapping the potential improved experience
Love the
brand
Improved and new
Touchpoints
Improved
Touchpoints
3
2
1
Neutral
about the
brand
Touchpoints identified for most
important improvement
Touchpoints identified for most
important improvement
Touchpoints identified for most
important improvement
Hate the
brand
Experiential Planning Workbook
Page 35
Plan | Measurement Plan
Measurement Plan:
Objectives
Success Criteria
Measures
Metrics
Forecast Results
Stakeholder:
Objective:
Stakeholder:
Objective:
Stakeholder:
Objective:
Experiential Planning Workbook
Page 36
Plan | Measurement Plan
Measurement Plan. Example:
Objectives
Stakeholder:
Call Center Employees
Success Criteria
Positive shift in brand
advocacy across
employee population
Objective:
Increase brand
commitment
Stakeholder:
Brand Champions
Measures
Organizational
Commitment
Questionnaire (QCQ);
Continuance
Commitment Scale
(CCS)
Metrics
Brand Behavior
Segmentation Matrix
Forecast Results
XX% Increase in brand
Champions
XX% decrease in brand
Saboteurs
(Porter, Meyer)
Improved customer
satisfaction
Customer Satisfaction
Score
Rate of change in CSS
XX% increase in customer
satisfaction scores, by
target dates.
# of Promoters
Net Promoter Score
# of Detractors
(Reicheld)
• XX% increase in NPS
Score
(Citi)
Objective:
Improve service encounter
Stakeholder:
Customers
Positive shift in customer
recommendation
Objective:
Increase Brand
recommendation
Experiential Planning Workbook
Page 37
Plan | Experiential Platform
Experiential Platform
1) What do we know about the brand?
The essential info that the team needs to know. (Include reference to Battlefield)
Add text
2) What business challenge are we helping the brand to solve?
The business issue we will help alleviate.
5) What touchpoints are we creating to connect to the Passionates?
Explain and prioritize the touchpoints we need to deliver. (Include ref Touchpoint Map)
Add text
6) What tone and senses should the experiences have?
Add text
Add text
7) What brand benefits are key to igniting/leveraging passionism?
The brand tangible and intangible elements identified as being key to “brand love”
3) Who are the Passionates we want to engage with it?
Add text
Who they are, especially their passions and behaviors. (Include reference to Persona)
Add text
8) What are criteria for success?
How we will prove the impact of what we’re creating. (Include ref to Measurement Plan)
Add text
4)
What’s the key insight?
A unique and ownable idea based on insights into the brand and Passionates.
It’s the guiding principle that underpins the brand experience.
Add text
Experiential Planning Workbook
Page 38
Innovate | Introduction
The innovate
stage
innovate
Idea generation
and testing
• Creative concepts and
•
•
•
•
solutions
Touchpoint framework
Experiential planning
Channel selection
Feasibility analysis
Tools
• Valuweight
Proposal /
Blueprint
Experiential Planning Workbook
Page 39
Innovate | Valuweight
Valuweight – creating a path to passionate engagement
Desired
outcomes
Experiences
Visibility
Community
Content
Wayfinding
Growth
Avg.
General Sessions
Breakouts / Hands-On
Labs
Solutions Exchange
Networking / Party
Average Value
5 Exceptional
4 Above average 3 Average
Experiential Planning Workbook
2 Below Average 1 Low
Page 40
Innovate | Valuweight
Valuweight. Example: defining criteria and evaluating experiences
Desired
outcomes
Experiences
Ambient installations
Create mass
awareness
Create
experiential
brand
insights
Engage
consumers
with the
product
Stimulate and
online
community
Establish
community of
advocates
Avg.
5
4
1
1
1
2.4
Stand alone
interactives
Walk-in local
experiences and
product channels
blog, news, activity and
community site
Local ‘hit squad’
doorstep visits
Average Value
5 Exceptional
4 Above average 3 Average
Experiential Planning Workbook
2 Below Average 1 Low
Page 41
Innovate | Valuweight
Valuweight. Example: analyzing the balance and cumulative effect
Desired
outcomes
Create mass
awareness
Create
experiential
brand
insights
Engage
consumers
with the
product
Stimulate and
online
community
Establish
community of
advocates
Avg.
Ambient installations
5
4
1
1
1
2.4
Stand alone
interactives
3
5
3
3
2
3.2
Walk-in local
experiences and
product channels
2
3
5
2
3
3.0
blog, news, activity and
community site
1
4
1
4
3
2.6
Local ‘hit squad’
doorstep visits
1
5
5
2
4
3.4
2.4
4.2
3.0
2.4
2.6
2.9
Experiences
Average Value
5 Exceptional
4 Above average 3 Average
Experiential Planning Workbook
2 Below Average 1 Low
Page 42
Innovate | Valuweight
Valuweight. Example: Evaluating each experience
Desired
outcomes
Create mass
awareness
Create
experiential
brand
insights
Engage
consumers
with the
product
Stimulate and
online
community
Establish
community of
advocates
Avg.
Ambient installations
5
4
1
1
1
2.4
Stand alone
interactives
3
5
3
3
2
3.2
Walk-in local
experiences and
product channels
2
3
5
2
3
3.0
blog, news, activity and
community site
1
4
1
4
3
2.6
Local ‘hit squad’
doorstep visits
1
5
5
2
4
3.4
2.4
4.2
3.0
2.4
2.6
2.9
Experiences
Average Value
5 Exceptional
4 Above average 3 Average
Experiential Planning Workbook
2 Below Average 1 Low
Page 43
Innovate | Valuweight
Valuweight. Example: Projecting level of delivery for each criteria
Desired
outcomes
Create mass
awareness
Create
experiential
brand
insights
Engage
consumers
with the
product
Stimulate and
online
community
Establish
community of
advocates
Avg.
Ambient installations
5
4
1
1
1
2.4
Stand alone
interactives
3
5
3
3
2
3.2
Walk-in local
experiences and
product channels
2
3
5
2
3
3.0
Blog, news, activity and
community site
1
4
1
4
3
2.6
Local ‘hit squad’
doorstep visits
1
5
5
2
4
3.4
2.4
4.2
3.0
2.4
2.6
2.9
Experiences
Average Value
5 Exceptional
4 Above average 3 Average
Experiential Planning Workbook
2 Below Average 1 Low
Page 44
Activate | Introduction
The activate
stage
Add pages with images, grabs, copy or bullet
points and graphics to this section, based on
your evaluation of the project against the
original experiential platform. This can include
summaries of the final creative concepts,
event delivery plans, scope of work and
outline budgets.
Provide a critique of the alignment of the final
activation with the original aims and plans.
activate
Focused solution
development
& implementation
• Development of
detailed plans
• Scope definition,
budget management
and resource planning
• Management and
creative leadership of
deliverables
• Deployment of
measurement
Delivery,
debrief &
Scorecard
Experiential Planning Workbook
Page 45
Optimise | Introduction
The optimise
stage
Add pages with images, grabs, copy or bullet
points and graphics to this section, based on
your evaluation and reporting work. This can
include summaries of reports and critical data.
Wherever possible, include the practical
onward advice that was provided to the client.
Copy in the final Experiential Planning
scorecard and add some notes about the
outcomes, compared with the objectives.
optimise
Measurement analysis
and interpretation
• Measurement
management
• Evaluation resources
• Data analysis &
interpretation
• Reporting
• Insights, learning and
action planning
Report &
On-going
advice
Experiential Planning Workbook
Page 46
Plan | Measurement Plan
Engagement 3D evaluator:
Reaching the right
potential passionates
Engaging them
effectively
Achieving the desired
change in mindset
Achieving the desired
actions
Our
perceptions
and
observations
Client
perceptions
and
observations
Stakeholder
measurement
summary
Experiential Planning Workbook
Page 47
Plan | Measurement Plan
Engagement 3D evaluator:
Reaching the right
potential passionates
Engaging them
effectively
Achieving the desired
change in mindset
Achieving the desired
actions
Our
perceptions
and
observations
Client
perceptions
and
observations
Stakeholder
measurement
summary
Experiential Planning Workbook
Page 48
Plan | Measurement Plan
Engagement 3D evaluator:
Our perceptions
and
observations
Client
perceptions and
observations
Stakeholder
measurement
summary
Reaching the right
potential passionates
Experiential Planning Workbook
Engaging them
effectively
Achieving the desired
change in mindset
Achieving the desired
actions
Page 49
Scorecard
Experiential Planning scorecard
Scoping
1
2
3
4
5
Tracking
1
2
1 = not at all
Discover
1 = not at all
5 = fully
Discover
Think like the CEO
3
4
5
5 = fully
Scoring
1
2
3
4
5
Discover
1 = not at all
5 = fully
Battlefield
Brand exp audit
Plan
Plan
Persona
Plan
Touchpoint audit
Measurement plan
Innovate
Innovate
Valuweight
Innovate
Touchpoint design
Message map
Activate
Activate
On-plan
Activate
Contd. Exp focus
Optimise
Optimise
Optimise
Data gathering
Report & index
Data-led advice
ExP potential
Experiential Planning Workbook
Overall ExP rating
Page 50