Redefining Business Models Peter Morse Vice President, Product Management and Analytics ECNext, Inc.

Redefining Business Models Manta.com: A New Business Model for ECNext

ECNext Overview ECNext is an online media company Publisher of Manta.com ~3 years old Fastest growing B2B site on the web The largest business research site for information on small-and-medium companies worldwide Operates 20 additional private-label B2B websites Down from 40– more on this later… HQ in Columbus 40 Associates

ECNext is an online media company

Publisher of Manta.com

~3 years old

Fastest growing B2B site on the web

The largest business research site for information on small-and-medium companies worldwide

Operates 20 additional private-label B2B websites

Down from 40– more on this later…

HQ in Columbus

40 Associates

About Manta.com Go-to site for finding information on small-to-medium sized companies worldwide 61 MM company profiles 11 MM visitors/month 360º company view – news, financials, contacts, market research Essential for – sales prospecting, competitive analysis, business development, market research Top 10 business information site (comScore) Vision : through the combination of user provided and Manta-collected company data create the best small company research data in the world

Go-to site for finding information on small-to-medium sized companies worldwide

61 MM company profiles

11 MM visitors/month

360º company view – news, financials, contacts, market research

Essential for – sales prospecting, competitive analysis, business development, market research

Top 10 business information site (comScore)

Vision : through the combination of user provided and Manta-collected company data create the best small company research data in the world

Background Growth & penetration of internet enabled Manta’s existence Emerging online channel for the access & consumption of company information Major market segment disruptor Older established players slow to adopt & adjust; cost structures based on existing business model Enterprise subscription model misaligned with emerging online channel

Growth & penetration of internet enabled Manta’s existence

Emerging online channel for the access & consumption of company information

Major market segment disruptor

Older established players slow to adopt & adjust; cost structures based on existing business model

Enterprise subscription model misaligned with emerging online channel

In Our Favor Leveraged experience and lessons learned from existing ECNext business Manta’s target audience very similar Started with clean slate: Manta built for emerging online access channel Older players (trying to) repackage legacy business

Leveraged experience and lessons learned from existing ECNext business

Manta’s target audience very similar

Started with clean slate:

Manta built for emerging online access channel

Older players (trying to) repackage legacy business

Managing the Transition Chose focus areas wisely—in Manta’s case: Underserved market combined with disruptive technologies created opportunity Deep, rich profiles for “long-tail” companies Versus large, public companies Ad revenue model (performance based) Versus subscription Select strategic partnerships Fuel growth & quicken ramp Google, Yahoo, YouTube, Facebook, Indeed

Chose focus areas wisely—in Manta’s case:

Underserved market combined with disruptive technologies created opportunity

Deep, rich profiles for “long-tail” companies

Versus large, public companies

Ad revenue model (performance based)

Versus subscription

Select strategic partnerships

Fuel growth & quicken ramp

Google, Yahoo, YouTube, Facebook, Indeed

Managing the Transition Constant quantitative feedback system Test & learn is vital (iterate) Excellence in measurement & analysis is key Willingness (eagerness) to be nimble Cross functional team assignments; stand ups Challenge prevailing wisdom of core competencies that drove legacy business model algorithms & analytics vs. editorial input Reality check Know what you’re solving for; different things at different stages Monitor early stage successes Add resources incrementally as model proves out

Constant quantitative feedback system

Test & learn is vital (iterate)

Excellence in measurement & analysis is key

Willingness (eagerness) to be nimble

Cross functional team assignments; stand ups

Challenge prevailing wisdom of core competencies that drove legacy business model

algorithms & analytics vs. editorial input

Reality check

Know what you’re solving for; different things at different stages

Monitor early stage successes

Add resources incrementally as model proves out

Managing the Transition Not-to-do list as important as to-do list Local failures are OK… treat them as part of growth Leverage existing strengths, experiences & relationships Commitment at all levels of organization

Not-to-do list as important as to-do list

Local failures are OK… treat them as part of growth

Leverage existing strengths, experiences & relationships

Commitment at all levels of organization