Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Ejieme Eromosele - Fan Centric Innovation in Media
Similar to Ejieme Eromosele - Fan Centric Innovation in Media (20)
More from Hilary Ip
More from Hilary Ip (20)
Recently uploaded
Recently uploaded (20)
Ejieme Eromosele - Fan Centric Innovation in Media
- 1. Fan Centric Innovation in Media Ejieme Eromosele February 22, 2018 WORLD FORUM DISRUPT Strategy & Innovation World Forum
- 5. Innovation. Redefined. Identifying problems that matter and moving through them systematically to deliver elegant solutions
- 7. n behaviors and expectations are changingPlatforms are winning the war for ad revenue now competing for audience (time and attention) from old media and new digital competitors Our business model is more reliant on consumer revenue Macro Shifts + = Changing Audience Behavior Shifts in Our Business Model
- 9. Strategy Voice of the Customer Experience Design Measures Governance Culture To more than double our digital subscriber base and grow subscription revenues, we have to improve the customer experience And it all starts with building a foundation for world class Customer Experience capabilities
- 11. CSAT Retention Continue spending Enrichment Spend more Advocacy Refer others NPS Top consumer brands measure Brand and Customer Experiences to drive business outcomes
- 16. The results
- 20. Fin
Editor's Notes
- Abstract: Fanatical customers. Every brand’s dream. But few brands rise to that level of esteem and even fewer hold that regard for decades and through multiple generations. The New York Times, known for its award-winning journalism, has been one of those brands. But as consumer behavior in media consumption shifts and as its business model is fundamentally disrupted, how can a media powerhouse like the Times survive these changes? In this talk, Ejieme Eromosele, Managing Director of Customer Experience, will describe the innovations that The Times has undertaken. With a focus on putting its readers first, The Times has positioned itself for expanded growth. Being customer obsessed is how brands will win in the future and in this session you will hear how The New York Times is driving a reader-obsessed culture of innovation.
- For a media company, what are those problems...
- Competition - Competition for time/attention (fb has 50mins of your time every day), for subscription $s, for advertising $s, but that story is not so simple - it’s really “co-opetition”
- The Morning Briefing and Evening Briefings, which started out in the now defunct NYT Now app was a way to habit readers. A daily habit that started in the morning and ended in the evening. http://www.niemanlab.org/2015/09/what-you-need-to-know-how-six-publishers-digest-the-news-for-their-readers/
- The Daily audio report sees around 950,000 listeners each weekday, was Apple’s most downloaded new show of 2017 and recently surpassed 200 million downloads. (Source: Internal)
- Our business model is now subscription-first As of Q4 2017, The New York Times has more than 2.6 million digital-only subscriptions (including news, crossword and cooking) and 3.6 million total subscriptions in 209 countries and territories.