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Digital content strategy: A catalyst for a global company’s digital transformation

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Digital content strategy:
A catalyst for a global company’s digital transformation
Yggdrasil 2017 Making Waves and Wilhelmsen, case study
Håvard Arntsen and Stacey Trodal

Published in: Design
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Digital content strategy: A catalyst for a global company’s digital transformation

  1. 1. Quick start guide Remember: Download the Making Waves fonts from the brand site (Volte and Aften Screen). Step 1: Always use these two slides as an introduction. If you’re talking about Making Waves, there are pre made slides in the theme. Icons can be copied from the hidden slides at the end of the presentation. Making Waves color values can be found in the color theme for fonts, fill color and outline color. Step 2: Always end your presentation with this slide. Digital content strategy: A catalyst for a global company’s digital transformation
  2. 2. Wilhelmsen: A global maritime industry group • Own and operate the world’s largest maritime services network • Market leader in the transportation of vehicles and high and heavy cargo, 64 million Cargo tonnes transported • 2 300 Products offered • 21 100 employees worldwide • Group revenue of USD 2.84 billion (2016)
  3. 3. Organisational structure and culture Wilh. Wilhelmsen Holding ASA
  4. 4. Kontekst • Tradisjoner og kultur • Endret konkurransebilde • Disrupsjon • Nye aktører • Digital transformasjon • Nye krav til samle og bruk av plattformer • Ny digital strategi
  5. 5. Drivers of change at WW ++ Design and specification stage relationships (to avoid downstream dominated by purchasing processes) Moving upstream ++ younger customers focused on tech and data to realize operational efficiencies Generational shift ++ customer demand for more flexible combinations of products, services, solutions Flexible packaging ++ new value services such as port assembly New service packages ++ affecting all industries, Online tools can kickstart sales and biz dev processes Self service options ++ need to anticipate regulatory changes, but also advise customers Changing regulations ++ driven by data, operational inefficiencies much more visible Transparency ++ physical assets now interwoven with digital assets (eg. ports as data platforms) Assets merging 5
  6. 6. 6 www.wilhelmsen.com enables customers to solve their operational challenges, and access thought leading resources to help them develop strategies for a changing world.
  7. 7. Noen av de tingene vi lærte
  8. 8. 8 Kommunikasjon, møt flere enn du tror du trenger. Små endringer får store konsekvenser Bruk det strategiske grunnlaget, ikke la noe så tvil om valgt strategi . Smidig kan presenteres som fossefall hvis det gjør prosessen smidigere
  9. 9. Bruk det strategiske grunnlaget, ikke la noen så tvil om valgt strategi
  10. 10. Project will drive digital evolution at WW “Brochure site” Email Campaigns Web analytics Mobile site Increase sharing on social networks Digital focus aligned with business goals Measurements A/B-testing Actionable insights Personalization Building relationships Automated trigger-based dialogue Relevant conversations in preferred channel Connecting online & offline customer repositories Customer profile data Relevant 1:1 dialogue across channels Use intelligence and predictions Optimize cross channel experience Anticipate the needs of the customer Initiate timely, relevant 1:1 dialogue Initiate Radiate Align Optimize Nurture Engage Lifetime customers Attract Convert Advocate
  11. 11. Fueling the sales funnel with content AWARENESS INTEREST CONSIDERATION INTENTION PURCHASE EVALUATION 2015 CONTENT CONTENT 2015 2017
  12. 12. Strategisk bruk av innholdet
  13. 13. Generate Quality Leads Reinforce Brands Improve customer loyalty WW Group primary strategic objectives Business Areas strategic objectives Sales Support content Thought leadership content* Digital content strategy sets premise for our concept Business Areas marcomms objectives (* Build thought leadership through maritime experts) WWH WTS WSS WSM WIS
  14. 14. Content purpose / types Thought Leader Editorial/Information Product Marketing Banner Whitepaper Campaign News Article Events Video/Animation Forms
  15. 15. BA section pages with different content Product Thought leadership
  16. 16. 17
  17. 17. WWH Owner Digital Manager System Administrator User Support Brand Custodian Info Board Digital Manager WWH Digital Manager Marine Products Digital Manager Marine Chemicals Global Editor A1 Local Author A1a Local Author A1b Local Author A1c Global Editor A2 Local Author A2a Local Author A2b Global Editor A3 Digital Manager Safety Digital Manager Ship Mgmt Digital Manager Ships Agency Digital Manager Maritime Logistics Digital Manager Insurance Services Content governance model Digital Manager per BA • Coordinates content production (per section) • Drives digital marketing (per section) • Tracks KPIs + monitors analytics • SEO maintenance, trend analysis • Solution training implementation Digital Manager WW Web • Owns total site structure, navigation etc • Manages Info Board • Tracks trends • Identifies opportunities (eg. new tools) • Solution training agenda
  18. 18. 19
  19. 19. Små endringer, store konsekvense
  20. 20. Endring og innovasjon i en tradisjonsrik bedrift
  21. 21. 22 THE IMPACT OF ORGANIZATIONAL CULTURE ON INNOVATION ACITIVITIES ... managers should encourage employees to not hesitate to share their innovation ideas, and it should reward and recognize meaningful ideas; promote staffs who have the most valuable ideas. Moreover, leaders should balance time between working and thinking, and not be strict and spend time to share company values and interact with their subordinate
  22. 22. Fra prosjekt til kontinuerlige endringer 23 Tid
  23. 23. Implementing change • Effective communication • Empowerment • System & Controls Process Readiness For change • Need for change • Leadership & Direction • Change agent system 24 Organizational development and internal communications Lean-ish Drivers of change Drivers of change
  24. 24. Viktige faktorer for transformasjon 25 • Brukerfokus ikke bare bare et begrep, men noe man gjør i praksis • Endringer i prosesser • Eks: Sales og marketing integrert og i samtale med produktansvarlige • Koordinering av (redaksjonell) innsats
  25. 25. Viktige faktorer for transformasjon 26 • Ressursallokering og mandat i tråd med behovene • Tverr (faglige og organisatoriske) team og fellesfunksjoner viktigere enn forretningsenhetens interne mål • Vurdere KPI’er og andre målstyringssystemer • Åpenhet og desentralisering av makt
  26. 26. Smidig kan presenteres som fossefall hvis det gjør prosessen smidigere
  27. 27. 28 Kommunikasjon, møt flere enn du tror du trenger. Små endringer får store konsekvenser Bruk det strategiske grunnlaget, ikke la noe så tvil om valgt strategi . Smidig kan presenteres som fossefall hvis det gjør prosessen smidigere
  28. 28. Thank you! 29 stacey.trodal@wilhelmsen.com havard.arntsen@makingwaves.com

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