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Analogue to Digital: Organisation wide adoption of Digital


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PowerPoint of the speech I gave last Wednesday 24th August at Australian Marketing Institute: Marketing Week, Coming Together 2011" Conference. It’s a case study of my background in marcomm & tech, …

PowerPoint of the speech I gave last Wednesday 24th August at Australian Marketing Institute: Marketing Week, Coming Together 2011" Conference. It’s a case study of my background in marcomm & tech, and how I worked with some very smart people to help create the Melbourne Sports and Aquatic Centres Digital Strategy, Network of Websites and worked through the operational and change management issues associated with a large scale organisation wide digital program of works.9

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  • What is digital?
  • Wikipedia – useful and balanced, on the whole, viewpoint.A great springboard for getting a rapid learning of the language and reference point to pursue more authoritive works.
  • Transcript

    • 1. Analogue to Digital
      Colin Yeung, Digital Market Square
      24th August 2011
    • 2. Analogue to Digital
      You will have heard a lot of opinions and visions of the digital economy.
      I'm here to talk about practical matters.
      Using a case study of the Melbourne Sports and Aquatic Centre, we’ll cover how you might combine some or all of these concepts into a community marketing approach
    • 3. Tonight
      Case Study
      How to move forward
    • 4. Setting the Scene
    • 5. Propeller Head & Marketer
      I have been at the front line working with clients in the digital marketing and technology space for 15+ years.
      I've learnt enough to understand these very different disciplines and apply my varied experiences in retail, automotive and digital within the rapidly evolving online world.
    • 6. Experience
    • 7. You are
      A blend of backgrounds
      Marketing aligned
      Profit driven
      Outcomes focused
    • 8. You also
      Have Families & Friends
      Hopes, aspirations & dreams
      Every single one of you belongs to different communities:
      Cycling Club, Golf Club, Choir, CFA, Football, Car Club, Wine Club, Knitting Group, Gardening, Walking, Bird watching, Pets
      Australian Marketing Institute
    • 9. CMO Magazine
      “Marketers battle regularly with the other departments in their organizations. Marketing vs. Technology is a cage match between ignorant marketing people who expect technological miracles immediately and the propeller-heads who talk only about the benefits of some coding philosophy that no one this side of the Klingon empire really understands.”
      February 1st 2005
    • 10. Practical matters:Facts & Figures
    • 11.
    • 12. 5 locations
      Melbourne Sports and Aquatic Centre
      MSAC Institute of Training
      State Athletics Centre
      Lakeside Stadium
      State Netball and Hockey Centre
    • 13.
    • 14. Albert Park
      • 7 pools
      • 15. 10 indoor basketball courts
      • 16. 10 squash courts
      • 17. 18 table tennis tables
      • 18. 19 badminton courts
      • 19. 2 Pilates / Yoga studios
      • 20. Swim school with 2,500+ enrolments
      • 21. Fitness Centre 2,300+ members
      • 22. Crèche– peak 70 children
    • 23.
    • 24. MSAC Figures
      350+ staff on payroll
      Instructors: Gym, Swim School
      Facility maintenance & upkeep
      Events management
      30+ Sporting Organisations
    • 25.
    • 26. MSAC Community
      By any definition, MSAC has a thriving community, matched by facilities targeted at servicing this groups diverse needs.
    • 27. Practical matters:The problem
    • 28. February 2009
      3 separate websites – 3 hosting bills
      2 different technologies .NET, MySQL/PHP online, numerous offline
      Proprietary licensing fees ongoing
      What this meant
      Infrastructure costs were significantly more expensive than it should have been
      Administrative and talent overhead was expensive and restrictive
      Lack of service and insight into the business was stifling growth
    • 29.
      • User & Audience Understanding
      • 30. Documented business process and rules
      • 31. Introduced network navigation
      MSSRM 2009
    • 32. MSAC & SNHC 2009
    • 33. February 2009
      Manual Forms for applications
      No online timetables
      No e-store
      No ability to manage content on site
      What this meant
      • 3 Full time staff processing these applications
      • 34. Administrative load on call centre was predominantly focussed on addressing these enquiries
      • 35. Store relied on foot traffic to generate sales
      • 36. Reliant upon service provider. Problematic during times of peak visitation load
    • 37. Analogue to Digital
      • Paper based – forms, applications,
      • 38. Offline – staff & call centre
      • 39. Mis-aligned branding across facilities
      • 40. Data – setup to track processing rates and transaction efficiency.
      • 41. Not really oriented towards what data was being gathered and how best to use it.
    • Analogue
    • 42. Digital
    • 43. Problems Summarised
      • Facilities organisation - precinct of sporting venues
      • 44. People focused club environment
      • 45. Inefficient club management
      • 46. Manual processes were at their limit
      • 47. Errors, volume, scheduling
      • 48. Needed to evolve to a digital system
    • Customer Cycle
    • 49. 3 Phases
      Engagement – websites and mobile app
      Conversion – eStore
      Relationship building – community wide membership management
    • 50. Engagement – Phase 1
      Organisational Digital Strategy
      Network of MSAC websites
      Considered view of SSCT, SNHC, MSAC & MSSRM
      5 year outlook and planning focus
      Incorporating organisation processes
      Phased approach
    • 51. Engagement – Phase 1
      MSSRM Branding
      New brand & corporate identity
      Introduced thinking around uniting the organisations brand
    • 52. Engagement – Phase 1
      Brand & Network
      • User Audience assessment & identification
      • 53. Introduction of promotional and cross promotional communications
      • 54. Website Analytics
      • 55. Network Navigation
      • 56. Consistent look & feel across web properties
    • Network Navigation
    • 57. Conversion - Phase 2
      Mobile & Desktop Widget
      Integration Program of Works
      Online Booking
      MSAC Club Online
      Online eStore
      Streamlining offline work processes
    • 58. Relationship - Phase 3
      • White labelled sports community – integration
      • 59. Venue Multimedia - Virtual Tours & Web Cams
      • 60. Staff Intranet
      • 61. Targeted communications using Web as the primary channel for segmented audience – measurable and readily adaptable, efficient & low cost
      • 62. Social Media, Tailored eDM, Analytics
    • 63.
    • 64.
    • 65. Value
      Engagement - Phase 1
      • 5 new web properties
      • 66. Reduction in print collateral and waste due to mismatched brand messaging
      • 67. Mobile
      • 68. 21% mobile – and climbing!
      • 69. Reduction in phsyical queues for membership bookings
      • 70. Time processing memberships heavily reduced
    • 71. Value
      Conversion - Phase 2
      • Memberships online
      • 72. Improvement in attrition rate to offline processes
      • 73. Physical follow up on re-registrations decreased
      • 74. eStore
      • 75. Able to sell product online, widening the market
      • 76. Recommender Enginefor product
      • 77. Conservatively estimated that people who see recommendations are 30% more likely to purchase (Forrester March 2010)
    • 78. Value
      Relationship - Phase 3
      • White labelling the platform to on sell this to other sporting communities
      • 79. Aggregating the data and offering specific reporting and insight into the demographics across the community
      • 80. Personalised – eDM, Recommendations based on community consent
    • Engagement
      Rapid Publishing
      Recommender Engine
      Membership Management
      Coreeo eDM
      Social Media
    • 81. Engagement
      Rapid Publishing
      Recommender Engine
      Membership Management
      Coreeo eDM
      Social Media
    • 82. Help! What do I do?Community Guide
    • 83. Definition
      Digital is:
      • any sort of information, business process, or data handling which is accessed and connected to the internet
    • Digital Strategy
      Identifying the key opportunities and/or challenges in a business where online assets can provide a solution;
      Identifying the unmet needs and goals of the customers that most closely align with those key business opportunities and/or challenges;
      Developing a vision around how the online assets will fulfil those business and customer needs, goals, opportunities and challenges, and
      Prioritizing a set of online initiatives which can deliver on this vision. Within each of those stages, a number of techniques and analyses may be employed.
      (From Wikipedia)
    • 84. August 3rd 2011
    • 85.
    • 86. 11th January 2011
    • 87. Ask your vendor
      Clients rarely arrive with a clear understanding of their strategy, but there are some common needs:
      Can they:
      • enhance the performance of your digital assets? 
      • 88. improve traffic and customer engagement rates?
      • 89. improve online and offline sales conversion rates?
    • Can your vendor?
      • Improve the value of building and maintaining a relationship with a customer?
      • 90. Help you to build the visibility of your brand?
      • 91. Measure all of these activities and ensure that you can afford to implement the lot?
    • Question to yourself
      If you implement these activities are you able to take ownership of the outcomes?
    • 92. Acquisition & Retention
    • 93. What digital should be about for business
      Listening to your community
      Interacting with them
      Gaining an understanding what your community wants/needs
      What is the most efficient way to deliver this?
      In person, by post, online?
      What ELSE can you deliver above and beyond what your competitors are delivering?
    • 94. What is well executed digital?
      To your community It offers
      Ease of use
      To your organisation it should offer…..
    • 95. Benefits?
      • A cohesive brand message
      • 96. Structure around how your business is presented
      • 97. A unified platform where
      • 98. ALL marketing and corporate communications activity offline becomes targeted online; it becomes more cost effective because of the reduction in the “scattergun” approach to doing things.
      • 99. Increase efficiency and effectiveness
      • 100. Increase in the community “self serving” their information and interacting with you
      – Giving you DATA
    • 101. What’s at stake?
      “Australian e-Commerce market worth $A26.86 billion in 2010. Growth currently at 10% each year and forecast be worth $A36.8 billion by 2013.”
      Source: Frerk-MalteFeller, PayPal Australia MD, November 2010 citing the quarterly Forrester review of private market size evaluation commissioned by eBay.
    • 102. Our world is changing: Mobile *86,000 apps, 500 million sessions/day
    • 103. Coming Together
      • Adopt the view that you are creating a community of suppliers and participants
      • 104. ALL community members
      • 105. Conduct dialogue
      • 106. Listen; Discuss
      • 107. Contribute
      • 108. Collaborate
      • 109. Come Together
    • Form a community
      The suppliers you appoint will form a community
      User Experience
      Vendors: Hosting, Analytics, Software
      Ensure they work together
    • 110. And think about the Market
      Think about how your community interacts
      Take the approach that:
      Markets have been at the centre of communities for millennia
      Now we have made them Digital
    • 111.
    • 112. Summary
      Have a focus on identifying your community participants internal & external to the organisation, the services and information they are looking for
      A Considered community approach has a digital strategy that encompasses all points of the organisation
    • 113. Closing Thought
      Forrester “Such a close alignment of IT and marketing will require the introduction of hybrid marketing and IT professionals: specialists in their primary field who are fully versed in how to operate in the other field,""By collaborating with Marketing, CIOs shift the IT discussion away from the unrelenting drive to reduce the cost of IT and instead can focus on how to use technology to increase revenue and competitive advantage."
      August 10th 2011
    • 114. Thank-you
      Questions warmly welcomed
      Colin Yeung1800 DM SQUARE