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, 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.
  • Analogue to Digital: Organisation wide adoption of Digital

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