Building a Business Case for Content Initiatives
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Building a Business Case for Content Initiatives

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Building a Business Case for Content Strategy/Content Development Initiatives

Building a Business Case for Content Strategy/Content Development Initiatives

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    Building a Business Case for Content Initiatives Building a Business Case for Content Initiatives Presentation Transcript

    • Building a BUSINESS CASEfor C ONTENT I NITIATIVES by Jack MOLISANI
    • President, ProSpring Technical StaffingExec Dir, The LavaCon Conference@JackMolisani
    • Recorded Beforea LiveStudio Audience Ground Rules and other Warnings
    • To build a business casefor content initiatives,including optimization formobile devices
    • Let’s start with some BUSINESS CONCEPTS
    • COMPANIES exist to Make PROFITS
    • To make aPROFIT a company must…Make MONEY (revenue generation)Spend LESS (cost avoidance)
    • Two types of COSTS DIRECT costs INDIRECT costs
    • The more you generate REVENUEand reduceCOSTSthe more PROFIT you make
    • So how do we apply that to CONTENT projects?
    • What is the FASTEST GROWING platform inCONTENT consumption?
    • STATS Globally, mobile data traffic grew 2.3-fold over 2011, more than DOUBLING for the fourth year in a row
    • STATS In 2011, mobile data traffic was 8 TIMES the size of the entire global Internet in 2000
    • STATS The number of mobile-connected devices will exceed the number of people on earth by the end of 2012 Cisco’s “Visual Networking Index (VNI) Global Mobile Data Traffic Forecast Update”
    • BUT… According to Price Waterhouse Coopers’ latest Digital IQ survey, 66% of organizations are investing in mobile technologies for their employees. But most of these same businesses are reacting to the Bring Your Own Device (BYOD) phenomenon, are not preparing for it.
    • So you can’tASSUMEmanagement willjust “get it”and fund your project
    • REMEMBER:Management only cares about two things…
    • COST AVOIDANCE ALIVE- AGENT customer service interaction costs $12 compared to PENNIES for an online interaction
    • A 30% deflection of calls to self-service channels is seen as successful. It could be closerto 80% to maximize cost-savings
    • CMS Implementation:Reducing the amount of timespent on formatting shouldtranslate into an increase inproduction, of course, but the200% increase in our outputsurpassed all of our expectations. Keith Schengili-Roberts, Documentation & Localization Manager AMD http://www.ixiasoft.com/casestudy/case_study_AMD.pdf
    • Another CMS Implementation:GMAC used the Microsoft CM Server tosupport two key initiatives: transferring thecontent publishing function to contentauthors and freeing up formerly burdened ITresources to support more dynamic andpersonalized customer-facing Web portals.ROI: 87% Payback: 1.2 years Nucleus Research, Inc. ROI ANALYSIS YOU CAN TRUST ™ http://nucleusresearch.com/library/microsoft-roi/d96.pdf
    • LOST REVENUE While you ABSOLUTELY should chase cost reduction potential revenueDWARFS simple cost savings
    • LOST REVENUE Air CARGO Story
    • Forget CostSAVINGSThinkContent-GeneratedREVENUE
    • New Product ADOPTION and S ALESA Canadian University study of morethan 34,000 customers showed thatcustomers who utilize a company’sInternet-related service innovationswere over twice as likely to adopt thecompany’s new product offering duringthe first year of introduction Canadian Journal of Administrative Sciences, 2010
    • …but that (IMHO) indicates those internet offerings must have been CURRENT GERMANE and USABLE
    • New Product ADOPTION and S ALESROBOHELP StoryINVITROGEN Story
    • How canyou sellYOURcontentinitiativesto Management?
    • The NUMBERS are OUT THERE
    • Q&A
    • Jack@LavaCon.org@JackMolisani@LavaCon@CulinaryTermDay
    • LAVACONBrowse the LavaConexhibit hall October 8–9, 2012www.lavacon.org