Schibsted in a Multichannel contextDaniel Wentz, Schibsted Strategy & Business DevelopmentSchibsted Media Group, May 2012
Schibsted currently employs some 7.200 FTE´s in 29 countries CEO Rolv Erik Ryssdal Corporate HQ Legal, HR, M&A, KF, Strategy Sweden Norway SCM Interna?onal Raoul Grynthal Didrik Munck Terje Seljeseth Sverre Munch A"onbladet SvD VG TvM: Blocket in X A"enposten 20min FR & ES Lendo, Prisjakt, TV.nu, countries St. A"enblad EesK Media Klart.se, Kundkra?, BT, FvN AnunKs Webtraﬃc, HiDa.se, Infojobs in Y LetsDeal, Mobilio, Finn.no Etc. countries Elpriser, Etc. Vekst Shaping the Media of tomorrow, today Daniel Wentz
Dynamic strategy during 90’s prepared the group for online migration in Q1 2012 (2011) Online 37% (35%) Oﬄine 63% (65%) Daniel Wentz
As FY 2011 figures shows, Schibstedsdigitalisation is well under way... oﬄine In 2011, digital acKviKes accounted for 55% of group EBITDA
SCM international focus and growthhistory, both organic and M&A driven
Already strong position,aiming for global lead!
Active portfolio and pipelinemanagement to get there
Since 1995, Schibsted has activelyreallocated resources to digital Classiﬁeds are Informa9on made for internet wants to be and internet is free made for classiﬁeds Digital shi" for media companies has channel conﬂicts at it’s core.
We increase investment! Organizational digital readiness is key! Autumn 2011; AEonbladet goes Digital First
Reactions where massive! Ensuring digital readiness is a painful process – but we need to stay on target!
We drive the development across ourportfolio, also digital-only brands During March 2012, TV.nu visits from Mobile devices consOtuted 70% of total visits, up from 42% during March 2011
So far the strategy is paying off, while Print is 50/50 – Digital lead is increasingCombined Online, Mobile & Tablet visits, KIA index Q1 2011 Q1 2012 Schibsted 28% Other 33% Schibsted 38% § Schibsted grows on a overall Other 46% declining market “SE internet” § Mainly Mobile engagement Bonnier 11% MTG driving Schibsted growth 1% Hemnet 2% Eniro 3% Stampen Bonnier 24Media SVT/SR MTG Eniro Aller 4% 13% Network SVT/SR 4% 2% 3% 3% 0% Hemnet Stampen 3% 24Media 1% 3% Network Aller 2% 0% MTG & Bonnier: En?re site lists; TV3, TV6, TV4, Expressen, DI, etc.
Two ways of managing new channels,both methods works Expand internal organisa9on Create separate company § Descrip?on: § Descrip?on: Dedicate internal resources to drive Brand holds 100% ownership new channel, clear budget, Easy to obtain right culture & people ownership and targets Merger challenge down the road § Example: § Example:
The urgency to keep moving increases asthe world becomes even more complexExample of drivers Implica9ons § PlaUorm shiV entails enforced shiV in consumer behavior Mobile internet reaches and poten?ally open space for new entrants 80-‐90% penetraKon § Increase in personalized and loca?on based services § Pole-‐posi?on example: Facebook, Apple § Increased importance of speed and branding/packaging Accelerated as signal of value internaKonalisaKon and § ShiV in consumer expecta?ons and demand fragmentaKon § Pole-‐posi?on example: Amazon, Apple, Rocket Internet Less clear boundaries § Increased emphasis on use-‐case and screen size between devices and § TV-‐set (big-‐screen) experience will inﬂuence consumers channels § Pole-‐posi?on example: Apple, Google, Amazon Kindle
Multichannel, in Schibsteds perspective, lies very close to corporate strategy§ How do you reallocate resources; Do you put your money where your strategy is? § Do you draw your map inside out or outside in as consumer behaviour converge? § Sebng up a online store and op?mizing cost-‐of-‐sales is not a mul?channel strategy (more OE), how to adapt to manage consumers digital expecta?ons? (SONY vs. APPLE) § Almost regardless of industry you are in, scary 4 (Apple, Google, Facebook, Amazon) are both inspira?onal and threatening; what is your Google strategy? Ensure you serve the customer in all channels, or someone else will...