1. THE MAKING OF A DIGITAL STRATEGY:
A Survivable Plan for Creating Unified Digital Experiences
S E P T E M B E R 7 - 9 , 2 1 0 4 – B O U L D E R , C O
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

2. Hi, I’m Bill Rattner,
Director of Digital Strategy
CapTech Ventures, Inc
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

3. 3
This is the story of how we created a digital strategy for
a large company in 8 weeks…and how you can too*.
• 8 week digital strategy project
• 2 of us + 2 clients camped out in a conference room
• Part of a large capital project (Sitecore)
• Moving from a siloed monopoly to “digital first”
3
Dominion is one of
the nation's largest
producers and
transporters of
energy.
* Yeah. There is a lot in this presentation. If you are at all interested, you’ll want to download it and go through it at your own pace.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

4. Digital Strategy is the process of
specifying an organization's
vision, goals, opportunities and
initiatives in order to maximize
the business benefits of digital
initiatives to the organization.
WHY HAVE A DIGITAL STRATEGY
These can range from an enterprise
focus, which considers the broader
opportunities and risks that digital
potentially creates and often includes
customer intelligence, collaboration,
new product/market exploration, sales
and service optimization, enterprise
technology architectures and processes,
innovation and governance; to more
marketing and customer-focused efforts
such as web sites, mobile, eCommerce,
social, site and search engine
optimization, and advertising.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

5. 5
Because not having a digital strategy may be the worst strategy of all.
5
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

6. 6
How hard can it be? [ x ] incredibly hard
1. Focus on the right audiences.
2. Develop end-to-end processes, systems, and governance to streamline business operations.
3. Put the technology in place to support user engagement.
6
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

7. Why are digital communications important and
why do we need a digital strategy?
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
Q
SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

8. Today, digital is a participatory layer
of all media that allows users to self-select
their own experiences, and
affords companies the ability to
bridge media, gain feedback,
iterate their message and collect
relationships.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
A
SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

9. How do we leverage digital technology
to create true competitive advantage and
make us more relevant in the market?
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
Q

10. A digital strategy allows you to understand the who,
what, when, and where of listening and responding
to consumers, bridging brand experiences, iterating
offerings, and collecting and activating consumer
relationships in order to accomplish an actionable
and measurable objective.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
A
SOURCE: DIGITAL STRATEGY 101: BUD CADDELL

11. 10 REASONS YOU MAY NEED A DIGITAL STRATEGY
1. You are directionless
2. You don’t know your online marketshare
3. Existing and startup competitors will gain marketshare
4. You don’t have a powerful online value proposition
5. You don’t know your online customers well enough
6. You are not integrated (In fact, you may be “disintegrated”)
7. Digital does not have enough people/budget given its importance
8. You’re wasting time and money through duplication
9. You’re not agile enough to catch up or stay ahead
10. You are not optimizing
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
10
REASONS
YOU
NEED
A
DIGITAL
MARKETING
STRATEGY,
DAVE
CHAFFEY,
JANUARY
23,
2014

12. 12
For Customers
• Customers feel more connected, favorable, and satisfied
• Customers empowered and promoters of Dominion
For Employees
• Shared vision of the customer experience
• Reduce redundancy of digital efforts
• Help prioritize efforts to high-value projects
For the Brand
• Trust
• Brand cohesion improves customer recall
• Credit for philanthropic and community involvement
For the Shareholders
• Satisfied customers cost up to 25% less
to serve
• Self-service has a direct impact on the
bottom line
• Satisfied customers customers generate
up to 30% more revenue in retail and
non-regulated
• Utilities with higher CSAT scores have
higher bond ratings
• Utilities with higher CSAT scores have
stronger regulatory relationships
Accenture: “Customer Centricity in Utilities” 2010
12
Here are some of the benefits our client found
from having a digital strategy.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

13. THIS IS A STORY ABOUT COMMUNICATION
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

14. BUT IT IS ALSO A STORY ABOUT CHANGE
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

15. A BIT OF BACKSTORY…
Back in 2012,
Corporate
Communications
discussed needing
a strategic plan
around digital
communications.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
A large Sitecore
implementation
plan provided an
opportunity to
add a Digital
Strategy to the
scope.
They knew they
were on the right
track because there
was a strategy for
social media…
but there was no
plan for the scope
of their full digital
presence (email,
text, maps, location
services, etc.), or
where they were
going in terms of
strategic outcomes.
Tuesday,
September 10, 2013:
Lynn Chaffin, Paige
Nunn, and CapTech
spun up the Digital
Strategy Team
workshop in One
James River Plaza…

16. On September 10, 2013 CapTech
began a 8 week engagement at
Dominion Resources in Richmond VA
to create a Digital Communications
Strategy.
The team took over
a conference room
and this would
become the
Digital Strategy
“war room”.
Without this level
of collaboration
the work simply
could not have
been done.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

17. On day one, when asked what success would look like, our client responded…
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
“If we can get
30% of the
digital strategy in
the first year done”.

18. It quickly became clear this was going to need to be
Strategic, Transformational, and Operational
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

19. With an effective digital operating model
and robust execution capabilities in place,
digital strategies can be delivered at scale
and speed, with streamlined processes and
well-defined governance.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

20. THE BURNING PLATFORM
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

21. 21
Alignment
Aligned senior
management team with
a digital strategy vision
to serve as “True
North” for customer
communication efforts.
Capability
Capacity
Organizational
Transformation
High-level strategy &
preliminary roadmap
for building
organizational
capabilities.
Organizational
alignment and
processes that support
the desired delivery of
communication efforts.
An organization
capable of effectively
executing against the
digital strategy.
A
GUIDING
FRAMEWORK
FOR
CUSTOMER
EXPERIENCE
TRANSFORMATION-­‐MOTIV
21
Four Components of the Digital Strategy
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

22. DIGITAL TRANSFORMATION
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
“We need executive sponsorship from the top”.

23. MULTI-CHANNEL
is simply having multiple
channels through which
you buy, market, sell,
and fulfill.
CROSS-CHANNEL has
the ability to see all of a
customer’s information
across all channels
enables more
personalized offers
based on their brand
relationship.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
GOAL
OMNICHANNEL
weaves all the
touchpoints of the
products and services
of the brand into a
seamless fabric
of all phases of the
customer’s brand
experience.

24. PAIN POINTS: COMPANIES STRUGGLE TO LEVERAGE DIGITAL EXPERIENCE TOOLS
JUMBLE OF POINT SOLUTIONS IS THE NORM
Disparate vendors, disparate capabilities,
different interfaces, all acquired over a
long period of time.
TECH BUDGETS ARE FRAGMENTED
IT, marketing, and lines of business
all “share” a budget for Digital
Experience (DX) tools, but a center
of gravity is missing.
TT HH EE M AA KK II NN GG OO FF AA DD II GG II TT AA LL SS TT RR AA TT EE GG YY
SILOS STILL PREDOMINATE
Coherent cross-channel digital
experiences? Shared customer
data and unified processes in
support of the customer?
Not really happening yet.
SOURCE: Forrester Research: Feb. 6, 2014 Introducing Digital Customer Experience Platforms: Integrated Tools To Deliver Great Multichannel Experiences

25. Here’s the work we
are going to walk
through…
1. Research & Analysis
2. Challenges and Opportunities
3. Strategic Priorities
4. Guiding Principles
5. Outcomes
6. Determining Initiatives
7. Roadmap
8. Action Plan
9. Governance
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

26. T H E M A K I N G O F A D I G I T A L S T R A T E G Y
PHASE ONE
GATHER
• Assemble core team and war room
• Set project schedule and expectations
• Refine scope of effort and approach
• Reviewed Dominion customer research
• Interview digital/customer experience executives/owners
• Document current state digital channels and capabilities
• Conducted peer/competitor review
DELIVERABLES: Working documents from above items
PHASE TWO
PHASE THREE
1

27. T H E M A K I N G O F A D I G I T A L S T R A T E G Y
PHASE ONE
PHASE TWO
ANALYZE (Making sausages – not pretty, but necessary)
• Build out value proposition (Get the attention of the business)
• Review customer expectations, technology trends
• Identify internal sponsors, allies, blockers
• Identify challenge areas, barriers to success
• Define guiding principles (north star)
• Identify strategic focus areas
• Define strategic outcomes and success statements
• Brainstorm initiatives to close gaps and deliver outcomes
DELIVERABLES: Business case, infographic, outline of
strategic elements
PHASE THREE
2

28. T H E M A K I N G O F A D I G I T A L S T R A T E G Y
PHASE ONE
PHASE TWO
PHASE THREE
PLAN
• Define factors critical to overall success of strategy
• Document parking lot items (critical but out of scope)
• Define digital operating model (governance)
• Finalize strategy
• Develop roadmap
• Prioritize, and map out initiatives to support roadmap
• Conduct final presentations with executive sponsors
DELIVERABLES: Final strategy, initiatives roadmap,
executive presentation
3

29. Digital Strategy is the process of
specifying an organization's vision, goals,
opportunities and initiatives in order to
maximize the business benefits of digital
initiatives to the organization.
RESEARCH & ANALYSIS
These can range from an enterprise focus, which
considers the broader opportunities and risks that
digital potentially creates and often includes
customer intelligence, collaboration, new product/
market exploration, sales and service optimization,
enterprise technology architectures and processes,
innovation and governance; to more marketing
and customer-focused efforts such as web sites,
mobile, eCommerce, social, site and search engine
optimization, and advertising.
29
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

30. 30
R&E ASNEAARLYCSHIS
Requirements Gathering
• Stakeholder interviews
• Identification of current-state digital inventory
Communication and Industry Trends
• Researched communication and industry trends
• Aligned organizational priorities to trends
Business Case
• Guiding principles for Dominion’s digital strategy
• Challenges and opportunities
• Workshop to determine problems
• Outcomes: What does success look like?
DOM_DIGITAL_STRATEGY_REQUIREMENTS_FINAL.DOC
30
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

31. 31
Shareholder Responsibility
Maintain our 5-6% growth strategy
Common Voice
Well informed geopolitical spectrum
Customer Satisfaction
Increase our favorability in the eyes
of our customers
Brand Satisfaction
Follow the pillars of Reliability, Customer
Focused and Community (Green)
Budget and Technology
Provide a strategy for building out digital
capabilities
We conducted
interviews with
key 12 stakeholders
about the digital
strategy.
These are the issues
that were identified as
most important.
31
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

32. The Strategic Priorities were elicited
through Stakeholder Interviews and are
the foundation of what drives Dominion
Resources overarching company mission
and goals. Any initiative proposed
through a Digital Strategy should align
to the priorities of the company.
STRATEGIC PRIORITIES
These nine strategic priorities have been identified
as the key areas of focus for the digital strategy to
be successful over the course of the next five
years. It is important to note that while the digital
strategy is about technology, it is also very much
about change management, organizational
alignment, and a rededicated commitment to
serving customers in ways that digital
communications affords them.
32
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

33. T H E M A K I N G O F A D I G I T A L S T R A T E G Y
33
Summary of Strategic Priorities
Executive Sponsorship
Customer Experience
Brand Clarity
Community Awareness
Corporate Culture
Process
Skills
Measurement
33
Senior executive management takes ownership,
ensuring the digital strategy remains relevant and
productive.
Customer Experience becomes a priority for the entire
organization and customer engagement is measured
(and increasing) and customers feel that Dominion is
transparent and accessible.
Through digital channels, a strong Dominion brand is
clearly articulated and reinforced over time, consistent
across all digital and traditional communications.
Dominion Foundation gives over 20 million dollars a
year, those stories are well-supported through digital
communications and the community is well-aware
of Dominion’s sponsorships and is engaged in active
discussions around them.
Dominion has changed from a culture of “We can’t” to a
culture of “How do we do this?”, relative to digital
communications. Due to improved communication, digital
initiatives are shared and coordinated.
Critical success factors and tactics for ROI on owned, earned,
and paid digital initiatives established. Branding, CSO, and CC
work together seamlessly (omnichannel).
Employees eagerly learn new skills required to keep pace with
changing digital technologies.
All digital initiatives measure, test, an optimize their
performance and there exists a unified customer-centric view
that incorporates CSAT & Favorability.
Technology
IT is supported and enabled to match the speed and velocity
of the business and is a full partner with the business units
and empowered to be proactive, not reactive.

34. After interviewing stakeholders across Dominion Resources
and looking at the strategic priorities, eight challenges and
opportunities presented themselves as the most important.
CHALLENGES & OPPORTUNITIES
This section represents the unique challenges and opportunities of
Dominion Resources as it relates to the creation of a Digital Strategy.
By focusing on the specific needs of Dominion we are able to customize
outcomes and initiatives to deliver the highest business value.
34
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

35. Customer
Expectations
Brand
Confusion
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
Budgetary
Considerations
Technology
Considerations
Shareholder
Considerations
Information
Security
Considerations
Corporate
Culture
Considerations
Organizational
Fragmentation
CHALLENGES & OPPORTUNITIES: Surprisingly, only two are about technology

36. 36
Summary of Challenges and Opportunities
Customer Expectations
Brand Confusion
Budgetary Considerations
Technology Considerations
Shareholder Considerations
Information Security Considerations
Corporate Culture Considerations
Organizational Fragmentation
36
For today’s consumers, digital technology is mainstream
but oftentimes our digital capabilities are not meeting
their expectations.
Dominion currently does not provide a consistent brand
experience, lacking a unified visual identity and voice
and is experiencing brand dilution in the marketplace
due to the ubiquity of the “Dominion” name in all areas
served.
Finite resources will require digital initiatives to be
force-ranked in order of urgency, value to the business,
and the risk of doing nothing. Additionally, there are
currently very few KPI’s and measurement procedures
in place that measure efficacy of communications.
There needs to be a unified, enterprise-wide view of
digital initiatives to ensure efficiency and coordination
of efforts and “full partner status” between IT and the
business units.
Digital communications is critical to communicating well with
the public to support our 5-6% growth target and shaping the
conversation around Demand-Side Management (DSM) and
Distributed Energy Resources (DER).
The need for Security, (network, customer data, etc.) can
become a “speed bump” when considering digital
communications due to cyber risks associated with most
digital channels.
While currently a monopoly, customer expectations have
escalated and Dominion will need to take a more customer-centric
approach. It will also be necessary for employees to
have a willingness to collaborate outside of their line of
business and enhance their knowledge of digital and the skills
required to manage a variety of communication channels.
Organizational silos are creating redundancy of efforts and
barriers to efficient implementation. Branding, Customer
Service Operations, and Corporate Communications do not
currently collaborate or coordinate efforts.
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

37. Over the next five years we will
use the following four principles
to guide how we plan, make
decisions, and allocate resources
to deliver appropriate use of
technologies.
GUIDING PRINCIPLES
The guiding principles are based on
analysis and distillation of Dominion’s
strategic priorities, organizational
opportunities and trends in the
industry landscape.
37
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

38. 38
FOUR GUIDING PRINCIPLES
We view Dominion information as a resource to be made
available to advance our commitment to transparency,
disclosure, and engagement.
We harness technology to provide easily accessible,
responsive, and cost-effective services.
We value, recognize, and facilitate the right of our customers
to be engaged.
We ensure that our customers are not unfairly disadvantaged
because of the “digital divide”
created by technology.
Over the next five years we will
use the following principles to
guide how we plan, make
decisions, and allocate resources
to deliver appropriate use of
technologies in order to create
an open, efficient Dominion
Resources, that communicates
well with empowered
communities.
1
2
3
4
38
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

39. Outcomes represent the high-level strategic
goals for the Dominion Resources Digital
Strategy.
OUTCOMES
They are derived from an analysis of communication
and industry trends and the alignment of those trends
to Dominion’s unique challenges and priorities. Digital
project initiatives should be aligned to the desired
digital strategy outcomes.
39
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

40. OUTCOME 1
Provide an Excellent Customer Experience
OUTCOME 2
Build Strong Brand Relationships
OUTCOME 3
Build Memorable Community Awareness
40
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

41. Project initiatives were evaluated through peer
analysis, ideation workshops, customer needs
analysis and value mapping.
DETERMINING INITITIATIVES
41
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

42. Peer Comparison
Things they
do that we
don’t
Things we do
that they don’t
Low importance
to customers
Moderate importance
to customers
High importance to
customers
High
Value
Low
Value
Items
PEER
42
High
Value
Low
Value
Items
Peer comparison between
Dominion, OG&E, FPL, PG&E,
SoCal Ed, and Georgia Power
can be found in this file:
COMPETITIVE_ANALYSIS_FINAL.XLSX
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

43. Workshop: Customer Experience
Challenges
Executive Sponsorship
Governance
TransitionFuture State
PEOPLE
PROCESS
TOOLS
• Not participating in some
customer preferred communication
channels
• Customers don’t feel like partners
• Little to no dialogue with
customers about topics important
to them
• Not addressing the needs of a
“mobile only” consumer
• Communication initiatives aren’t
tested, measured and optimized
• No repeatable process for
measuring engagement
• Increase self-service
• Customers feel like they are
partners with Dominion
• Customers are able to engage in a
dialogue with Dominion around a
variety of topics, issues and
situations
• Customers can choose which digital
touch point works best for them
• Customer engagement is measured
and increasing
• Customers feel that Dominion is
transparent and accessible
• Customers can access needed
information anytime, anywhere,
from any device
43
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

44. Workshop: Customer Experience
Process
• Enhance, expand self service portal
• Explore apps and push notification
• Expand mobile services
• Provide a consistent look and feel
across all digital channels (e.g.
features)
• Document a contact strategy
• Include promotional strategy for all
digital enhancements
• AMI outage notifications
• Explore customer service via social
media
• Develop a digital corporate giving
strategy
• Ask executives to join digital channels
(i.e. Executive tweeting, blogging)
• Measurements - Measure, Test and
Optimize Performance
Tools
• Digital User Experience (All)
• Responsive Design (Web & Mobile)
• Search Engine Optimization (Web)
• Refine Information Architecture
(Web)
• Personalization (All)
• Chat (Web)
• Text (Mobile, 2 way
communications)
• Email (Web and Mobile, 2 way
communications)
• Polling
• Unstructured Data Mining (All)
• Locations based services (Mobile)
• Forums
• Blogs
• Customer Preference Center
• Outbound calling
• IVR
People
• Analytical Communications
Resources
• Define digital performance
expectations
• Provide up-skilling
opportunities, training
• Corporate Communications
• Brand
• CSO
44
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

45. 45
Project Initiatives Value Mapping
Initiatives were determined through the filters of the
challenges and opportunities, the strategic priorities,
and the desired outcomes:
• Peer Comparison
• Gap Analysis
• Persona and Customer Needs
• Ideation Workshops
• Value Mapping:
• Level of Effort
• Customer Value weighted by Persona type
• Organizational Value
[Big, scary spreadsheet]
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

46. Using Digital Profiles
The methodology is to select an audience segment, a digital profile, and an objective to guide the creation of a list of initiatives.
AUDIENCE SEGMENT
ACTIVIST
POLICY MAKER
LOCAL GOV’T
MEDIA
EMPLOYEES
DIGITAL PROFILE
AVERAGE
MOBILE ONLY
NO DIGITAL ACCESS
OBJECTIVE
COMMUNITY AWARENESS
CUSTOMER
OMNIVORE
(Select One)
(Select One)
(Select One)
• Initiative 1
• Initiative 2
• Initiative 3
• Initiative 4
• Initiative 5
CUSTOMER EXPERIENCE
BRAND DEVELOPMENT
46
ILLUSTRATIVE
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

47. The Roadmap presents the
recommended five-year strategic
prioritization of initiatives.
ROADMAP
It’s based on the value to the organization and
value to the customer. The Roadmap also
takes into consideration the available
resources and upcoming Sitecore
implementation.
47
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

48. 48
48
Refine Information Architecture (Web)
Personalization Installed (Rules-Based)
Outbound Company Email
Video Strategy
2014
2015
2016 - 2018
Usability Testing (Web & Mobile)
Search Engine Optimization - Installed (Web) Search Engine Optimization - Strategy (Web)
Accessibility Strategy
Social Media Campaigns
Digital Contests
Executive Blogs
Customer Feedback Capability Installed
Web Analytics Evaluation
Sitecore Targeted Content (Behavioral)
Digital Promotions Plan
Enhanced Demand Side Management Capabilities
Digital Training (Sitecore) Digital Training (All Digital Tools)
Digital Team Organizational Review
Governance Plan
Digital Core Committee – Cross Company
Digital Executive Steering Committee
Customer Advocacy
Digital Measurement Scorecard
Responsive Design (Web & Mobile)
Text – Outage Alerts
LEVEL OF EFFORT
CUSTOMER EXPERIENCE
BRAND CLARITY
COMMUNITY AWARENESS
EXECUTIVE SPONSORSHIP
Expand Mobile Strategy
Creative Style Guide
Contact Strategy
Forums
Unstructured Data Mining
Preference Center
Location-Based Services
2014 – 2018 Roadmap
KEY:
SITECORE Components Indicated in Red
INITIATIVES REQUIRING MULTI-DISCIPLINE COLLABORATION:
Branding/Philanthropy, Corporate Communication, Information Technology, Customer Service/Marketing (DEO/DVP), Operations (DEO/DVP)
• Chat • Text • Inbound Email • Outbound Email • IVR Usability Testing • Expansion of Outbound Calling
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

49. Roadmap
2014
2015
Usability Testing
Video Strategy
Executive Blogs
Creative Style Guide
Brand Clarity
Build strong brand
relationships
2016 - 2018
Community
Awareness
Build memorable
community
awareness
Usability Testing
Responsive Web Design
Search Engine Optimization
Information Architecture
Personalization
Text - Outage Information
Social Media Campaigns
Executive Blogs
Digital Contests
AMI Outage Notifications
Accessibility Strategy
Outbound Company Email
Creative Style Guide
Customer
Experience
Provide an excellent
customer
experience
Digital Promotions Plan
Sitecore Targeted Content
Contact Strategy
Customer Advocacy
Sitecore Targeted Content
Enhanced Demand Side
Management Capabilities
Expand Mobile Strategy
Contact Strategy
Customer Advocacy
Conversation Forums
Preference Center
Location-based Services
Conversation Forums
Preference Center
Location-based Services
Unstructured Data Mining
Digital Promotions Plan
Sitecore Targeted Content
Contact Strategy
Customer Advocacy
Usability Testing
Social Media Campaigns
Video Strategy
Executive Blogs
Creative Style Guide
Conversation Forums
Preference Center
Location-based Services
49
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

50. Critical Success Factors
Critical Success
Factors
Cross-company
digital initiatives
for consideration
that spans business
units
• Digital Executive Steering Committee
• Digital Core Committee - Cross Company
• Develop a governance plan (roles, responsibilities, operating model, etc.)
• Digital Team Organizational Review
• Digital Communications Change Management Plan
• Customer Advocacy campaign
• Digital Training
• Digital Measurement Scorecard
• Evaluation of web analytics investment in tools
Provide the foundation
for a successful digital
strategy
Parking Lot
INITIATIVES REQUIRING MULTI-DISCIPLINE COLLABORATION:
Branding/Philanthropy, Corporate Communication, Information Technology, Customer
Service/Marketing (DEO/DVP), Operations (DEO/DVP)
• Chat • Text • Inbound Email • Outbound Email • IVR Usability Testing
• Expansion of Outbound Calling
50
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

51. The action plan represents an
example delivery method for
executing on an identified
digital strategy initiative.
ACTION PLAN
51
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

52. The Action Plan: Measures of Success and Targets
OUTCOME STRATEGIES KEY INDICATOR HOW MEASURED 2013 BASELINE 2016 TARGET
Through digital channels,
the community is well-aware
of Dominion’s sponsorships
and is engaged in active
discussions around them
Usage of digital channels
by customers
Number of visits to
websites and social
media engagement
<# of visits and social
media engagement>
X% increase
Overall Strategy Achievement of
overall digital
strategies
Percentage of
project milestones
completed
0% of projects
completed
100% of projects
completed
Build
memorable
community
awareness.
Provide innovation spaces
and facilitate learning and
alliances around new and
emerging technologies for
the community (including
business sector) to
empower them to take
advantage of new
technologies.
Community participation in
digital programs
Number of people in
Dominion’s digital programs
0 digital training sessions
for residential customers
0 digital training sessions
for business customers
25 digital training sessions
for residential customers
15 digital training sessions
for business customers
OVERALL
STRATEGY
SUCCESS
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T H E M A K I N G O F A D I G I T A L S T R A T E G Y

53. Governance is important because it provides a
documented plan for you and your digital team to
reach stated goals, aligns activities with expectations
of your digital team and stakeholders across business
units, and gives direction to your digital team to
satisfy customer and business needs.
GOVERNANCE
Governance will help you plan to meet your objectives with
measurable results, which includes achieving your business
objectives and satisfying your customer’s needs.
53
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

54. The Governance Model Provides Necessary Structure
Meet
Content
54
Branding, Communication,
& Editorial Style
General Content
Guidelines
Content
Types
Tasks
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

55. Governance Does Not Equal The Org Chart
DIGITAL
GOVERNANCE MODEL
ORG
CHART
E
Publish
Media
55
It describes a collaborative, multi-discipline team that spans business units
T H E M A K I N G O F A D I G I T A L S T R A T E G Y

56. T H E M A K I N G O F A D I G I T A L S T R A T E G Y
56
A CENTER OF EXCELLENCE is a team or an entity that provides leadership, evangelization,
best practices, research, support and/or training for a focus area.
A Federation of IndependentsEstablish a Center of Excellence
Shared Strategy, Infrastructure,
and Execution

57. IDENTIFY
CHALLENGES AND
OPPORTUNITIES
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
EXECUTE ON
DIGITAL
INITIATIVES
ESTABLISH
ORGANIZATIONAL
PRIORITIES
DETERMINE DESIRED
FUTURE STATE
BUSINESS CASE
IDENTIFY
DIGITAL
INITIATIVES
WE ARE HERE

58. Thank you. Yo u ’ re a ll super awesome!
T H E M A K I N G O F A D I G I T A L S T R A T E G Y
Bill Rattner
Director, Digital Strategy
804.885.0878
brattner@captechconsulting.com
Twitter: @BillRattner