JLG Industries (NYSE:OSK)
Director, Global E-Commerce
Accomplished multi-industry leader of global digital business strategy & e-commerce
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Director, Global E-Commerce
Over 17 years of highly visible post-MBA leadership experience in online marketing, reinventing business processes for web channels, and overall Internet retail (B2C and B2B) ... driving substantial shareholder value across diverse industries worldwide. P&L accountability spanning all functions involved with consumer and commercial online units, serving millions of customer transactions, producing revenues approaching $1 billion annually, and freeing tens of millions of dollars in savings through shifted processes and re-engineering, by working closely with colleagues and processes across companies.
I earlier led interactive servicing strategy for one of the world's most admired brands and a winner of the J.D. Power & Associates Award for Best Online Experience. Previously, I taught as an associate professor as well as adjunct instructor at two globally ranked graduate business schools, regarding topics in Internet business strategy and best practices for driving innovation in established business processes to dynamically connect with customers.
Noteworthy areas of skill:
► Executive accountability for entire online business units — people, process, technology
► Exceptional expertise in online demand generation, conversion, re-activation and retention
► Creating superior multichannel customer experiences across desktop, mobile and tablet
► Data-driven decision frameworks to drive continuous testing and process improvement
► Global marketing and operations management
► Principle-centered leadership with strong sense of urgency
► Partner to executive teams; coach and mentor to junior leaders and organizations
► Discerning "the signal" from "the noise" in emerging technology
► Student Government President (1990-91)
► University Student Leadership Award (1991)
► Member, University Board of Regents/Trustees (1990-91)
► Member, Disciplinary Appeals Board, chaired by Dean of Students (1990-1991)
► Speaker, $100M Capital Campaign Kick-Off Gala (1990)
► Recipient, Brownson Speech & Debate Scholarship
► 3-year member of nationally ranked Brownson Speech & Debate Team
► 49 debate & public speaking awards
► Peer Advisor, Freshman Studies Program
► Resident Assistant, Housing and Resident Life Department
► Phi Kappa Theta fraternity member
► Master of Ceremonies; 1990, 1991 "Crowning of the Pirate Queen Beauty Pageant" events
► ... and full-time student
(Sole author) Word-of-mouth marketing has long been recognized as among the lowest-cost but highest-impact branding activities. What's different now is people have so many more ways to communicate -- and even broadcast -- their strong opinions, and among groups with whom they have influence. This article focuses on establishing a management focus to encourage "promoter" behaviors and discusses a measurement methodology for continual improvement.
With smartphone adoption skyrocketing, customers are increasingly turning to the mobile web for interaction with brands, where they are being influenced to make purchasing decisions (of purchases themselves). Written in late-2009, this article appeared months later, and sets out a framework for determining when and how to develop mobile apps to succeed in this critical emerging channel.
This article outlines that strategic partnerships need to be well constructed and managed -- a process not always understood. Clearly defined alliance objectives -- mutual goals, realistic expectations, and active & intense communication between the partners -- are essential success factors for collaboration and vital for managing partnerships once they are established.
[Article quotes me extensively; I did not write it] Feature story, appearing in Stores Magazine, the official journal of the National Retail Federation (NRF), profiles how an intense focus on marketing and digital analytics, along with behavorial targeting & re-engagement of visitors, drove substantial top-line sales improvements for Alienware.com & it's other branded web sites. As director of e-commerce & demand generation.
Published over 9 years ago, this article remains timely today as firms still struggle with unlocking the full potential of customer-facing self-service distribution, business-to-business interchange, reformation of back-office systems, and delve into social media marketing & Web 2.0 customer engagement.
The demise of dot-com companies like Go.com & Pets.com -- along with hundreds more in 2000-2001 -- signaled the popping of an unparalleled speculative investment bubble that funded terrible business plans. This article described the ideal characteristics of a successful digital business strategy, for established firms as well as start-ups alike.
The final stage of implementing a commercial web site never really ends for successful e-commerce sites -- there is no finish line. Once your site or application is up-and-running, you must evaluate how well it is working. This article discusses technical & business perspectives on that topic, including log analysis, hyperlink verification, and design research & continuous benchmarking.
With a lens on the rapidly growing vacation ownership and consumer travel industries (CAGR of 9%+), I benchmarked how companies in these verticals were progressing with attaining the most basic goals in such activities as effective lead generation and presentation of customer service options (if not actual fully web-based functionality). The conclusions suggested that for most firms the web was still far from a top priority.
Because every business has unique goals (aside from bluntly "to make more money), and each targets different customers, one 'boilerplate' set of instructions cannot be applied to all digital business activities. Nevertheless, the tools discussed in this article, for creating a digital brand & store, should be directional for any company seeking to diminish it's learning curve.
10 years ago, and years before Facebook, Twitter and blogs, I wrote this prescient guide for such brands as Bally's Total Fitness, Terminix, Ford Motor Co., and Dunkin Donuts, all of which had discovered that while the Web promised new channels to improve communication to customers, it also created new & equally powerful ways for dissatisfied users to complain to a worldwide audience. Herein were suggested tactics for brands to become prepared to better engage detractors online.
For direct-response marketing and lead generation, there is no faster, cheaper and potentially more effective tool to reach existing customers and prospects than email -- when executed right. Begin by defining key business goals and objectives ... [more; this was an abbreviated version of a much lengthier article appearing in Vacation Industry Review].
Way back in mid-2001, with global hotel companies wrestling with enormous capital investments required to "wire" hotel rooms in their lodging portfolios with high-speed broadband, I went out-on-a-limb and said effectively "Stop. Wait for other technology alternatives (like wireless)." This article describes my rationale and, in hindsight, it appears that it was prescient and correct advice.
Ironically, this article was published days before the horrendous tragedies of 9-11. Responding to almost weekly news reports of prominent security breaches and even more frequent online hoaxes, along with likely regulatory and legal liability at risk, I wrote that "companies now must treat data security seriously." What follows were practical recommendations for safeguarding critical corporate networks while creating a secure data environment across the global organization.
Understanding the tools of e-commerce are but the first-step in creating transactional, self-service storefronts. But that's putting the cart before the horse: The much more complicated and, indeed, the most important work lies ahead in planning and then implementing an actual production web site so it achieves and surpasses your objectives.
Having outlined the process for planning and designing an e-commerce Web site, formulating the site's business goals, and defining potential revenue strategies that will establish your business model, Part 2 turns to translating all of that into customer-effective web design. First, formulate web-design goals using these protocols; map-to-business concerns; develop storyboards and taxonomy; build internally or assess outsourcing options (or both).
From the archive, I wrote this brief published article 10 years ago to introduce many executives in the lodging industry (hotels & resorts) to the upside potential of bringing streaming and other immersive virtual imagery to expand the content value of their online brands and to aid in merchandising their products, important objectives as these companies were seeking to disintermediate 3rd party sellers and to drive more self-directed consumer commerce.
This article, appearing in Spring 2000 issue of Business Miami, profiled the new E-Commerce MBA Concentration offered through the School of Business at the University of Miami. I served as the only adjunct (non-tenured, non-PhD) member of this 5 person faculty team, and it was a privilege to teach courses for over 4 years, and to subsequently guest lecture. The School of Business has become a top-50 MBA program according to national rankings.
Moderated by WSJ correspondent Jonathan Weinbach, I was invited personally by Larry Chervenack, widely credited as the "Father of HITEC" and the leading technology guru in the hotel industry. I spoke along side Dennis Koci, Senior Vice President, brand management & hotel support, at Hilton Hotels. HITEC is the world's largest hospitality industry technology conference; I spoke before 400 people at this event.
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