Expand Your Business With E-Channels - Tripolis

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Expand Your Business With E-Channels - Tripolis

  1. 1. Introduction • Daniel Macco – NT Publishers/DVV Media • Jean-Jacques Vossen – Tripolis Solutions 2 04-11-2009
  2. 2. Agenda 
DVV
Media
Group 
Introduc2on 
Challenges 
Our
past,
the
journey
over
the
last
years 
Some
results,
our
lessons
and
a
sneak
preview
in
our
future 
Tripolis
Solu2ons 
Introduc2on 
The
e‐business
case
modeller
–
to
support
the
simula2on
of 
YOUR
‘marke2ng‐mix
change’ 3
  3. 3. Agenda 
DVV
Media
Group 
Introduc2on 
Challenges 
Our
past,
the
journey
over
the
last
years 
Some
results,
our
lessons
and
a
sneak
preview
in
our
future 
Tripolis
Solu2ons 
Introduc2on 
The
e‐business
case
modeller
–
to
support
the
simula2on
of 
YOUR
‘marke2ng‐mix
change’ 4
  4. 4. DVV Media Group ‘We transport communication’
  5. 5. DVV Media Group Over
60
years
of
history Producing
newspapers
and
magazines,
newsle0ers, specialist
3tles
as
well
as
reference
books. Sectors
of
transport,
logis3cs,
mari3me
technology,
rail
technology, travel
and
mee3ngs. Hamburg,
Germany
HQ 12
publishing
companies
in
Germany
and
abroad 
>
250
employees 6
  6. 6. DVV Media Group 7
  7. 7. DVV Media Group 8
  8. 8. DVV Media Group 9
  9. 9. NT Publishers 
RoVerdam
based
publishing 
house
that
specializes
in 
transport
and
logis2cs 
Founded
July
2006, 
joining
DVV 
Former
Transport
publishing 
division
of
RBI 
NT
Publisher’s
main
brands 
are
Nieuwsblad
Transport 
and
Mainport 10
  10. 10. Nieuwsblad Transport >
20
years
of
history
in
print B2B
publishing Reaches
C‐level
in
transport
and
logis2cs Close
to
650,000
contacts
each
month Mul2
Modal
covering
Road,
Air,
Ocean,
Rail
and
Inland
Shipping In‐house
editorial
department Today
the
NT
brand
consists
of
: a
website two
newsleVers video a
mobile
solu2on a
weekly
print
publica2on seminars
and
congresses 11
  11. 11. NT 2009 brand overview 12
  12. 12. Agenda 
DVV
Media
Group 
Introduc2on 
Challenges 
Our
past,
the
journey
over
the
last
years 
Some
results,
our
lessons
and
a
sneak
preview
in
our
future 
Tripolis
Solu2ons 
Introduc2on 
The
e‐business
case
modeller
–
to
support
the
simula2on
of 
YOUR
‘marke2ng‐mix
change’ 13
  13. 13. Business Challenges 
Ongoing
and
increasing
churn
on
paid
models 
Highly
compe22ve
adver2sing
market 
Shi^
of
readership
to
online 
Online
is
free... 
For
users
that
is! 
Low
adver2sment
contribu2on
on
e‐channels 
Controlled
circula2on
compe22on 
Economic
situa2on,
crises. 14
  14. 14. Challenges 15
  15. 15. Prepare
for
landing...
  16. 16. Keep
on smiling…
  17. 17. Call
on a
hero
?!…
  18. 18. Challenges Commissie Brinkman Tijdelijke Commissie Innovatie en Toekomst Pers 19
  19. 19. Ar8ficial
help
?!
  20. 20. Agenda 
DVV
Media
Group 
Introduc2on 
Challenges 
Our
past,
the
journey
over
the
last
years 
Some
results,
our
lessons
and
a
sneak
preview
in
our
future 
Tripolis
Solu2ons 
Introduc2on 
The
e‐business
case
modeller
–
to
support
the
simula2on
of 
YOUR
‘marke2ng‐mix
change’ 21
  21. 21. Once upon a time… 
Tradi2onal
print
publica2on 22
  22. 22. March 2000 
Introduc2on
of
a
newsleVer
to
facilitate
a
decrease
in
publica2on
3
to
2 
publica2ons
per
week 
Goal:
Establish
cost
reduc2on
without
loss
of
subscrip2on
revenu
in
print 23
  23. 23. Results 
Savings
28%
due
to
decreased
print
and
distribu2on
costs 
No
loss
in
subscrip2on
revenu 
>
7,5K
mail
adresses
gained 
Succesful
introduc2on
of
a
new
medium 24
  24. 24. Introduction of e-mail newsletters The
development
of
NT
E‐mail '"#!!! Introduc2on Renewed
growth
in '!#!!! period
paid
 online
proposi2on, subscrip2on where
print
shows con2nued
decline &#!!! %#!!! ‐
Decrease
in
subscrip2ons
to 


5,800 ‐
Increase
of
revenu
in
subs 


and
ads
to
€
121,000.‐ NT
E‐mail
wins $#!!! The
Dutch E‐mail Publishing Award
2005 "#!!! ! "!!' "!!" "!!( "!!$ "!!) "!!% "!!* "!!& 25
  25. 25. OLD
beliefs do
NOT lead
to
NEW
cheese
  26. 26. Different perspectives 27
  27. 27. Market Research 
Goal 
Brand
awareness
and
loyalty
among
both
subscribers 
and
non
subscribers 
Media
preference
of
target
groups 
Determining
a
new
business
model 
Execu2on 
External,
Leon
de
Wolff 
Research
2meline
Jan‐May
2009 
Over
1400
respondents 28
  28. 28. Market Research 
Our
Model,
tradi2onal 
Reach
paradox 
Boundaries
of
upselling 
Dependancy # * €€€ 
B2B
sustainability ### * *0,- ### € 29
  29. 29. Market Research Information preference: Latest news, information that delivers the facts of recent developments 80,00% 72,7% 70,00% 60,00% 50,00% 40,00% 34,1% 30,00% 19,4% 20,00% 10,00% 3,2% 0,8% 0,00% Newspaper / Website Email newsletter Personal None magazine Contact n=1425 30
  30. 30. Market Research Information preference: Connectivity: information that delivers a sense of belonging 45,00% 40,4% 40,00% 35,00% 29,8% 30,00% 26,7% 25,00% 20,00% 18,2% 15,00% 10,7% 10,00% 5,00% 0,00% Newspaper / Website Email newsletter Personal None magazine Contact n=1425 31
  31. 31. Market Research 32
  32. 32. Market Research Reading an email newsletter: Where? At Home, At work, on the road etc 100,00% 87,7% 90,00% 80,00% 70,00% 60,00% 50,00% 40,00% 30,00% 23,2% 20,00% 10,00% 4,8% 2,2% 0,00% At Hom e At Work On the road Now here n=1424 33
  33. 33. Market Research weekly daily 34
  34. 34. Market Research 35
  35. 35. Agenda 
DVV
Media
Group 
Introduc2on 
Challenges 
Our
past,
the
journey
over
the
last
years 
Some
results,
our
lessons
and
a
sneak
preview
in
our
future 
Tripolis
Solu2ons 
Introduc2on 
The
e‐business
case
modeller
–
to
support
the
simula2on
of 
YOUR
‘marke2ng‐mix
change’ 36
  36. 36. Market Research 
Results 
Informa2on
is
preferably
received
electronically
by
74%,
via
internet, 
web
pages
and
e‐mail
newsleVers 
Near
54%
of
respondents
that
prefer
internet
choose
e‐mail
newsleVers 
as
most
preferred
over
web
pages
(28%),
databases
(15%), 
forums
and
rss 
Of
those
54%
over
2/3rd
desire
daily
newsleVers.
16%
prefers
weekly
and 
more
2mes
a
day
is
preferred
by
almost
9% 
73%
of
all
respondents
favor
e‐mail
newsleVers
to
be
informed 
on
latest
news
facts 
80,4
%
of
respondents
familiar
with
our
products
are
frequent
users
of 
the
e‐mail
newsleVer 37
  37. 37. Market Research 
Transi2on
of
our
Business
Model 
Convert
the
# ###
*
0 ## * €? 
Use
mail 
for
loyalty,
profiling 
Explore
possibili2es 
for
print
premium # * €€€ 38
  38. 38. NT 2009 brand overview 39
  39. 39. Turnover 40
  40. 40. Publishing Process
  41. 41. In summary, what’s the challenge a lot of us face – HOW to shift? 43 04-11-2009
  42. 42. Tripolis Dialogue: TripolisPublish & Delivery (External database) Tripolis Ad database Ad Profile info Ad MERGE data & Article Ad content Article Articles Ads Article Ad Article Article (CMS / RSS feed / WoodWing)
  43. 43. E-mail is... • Personal & Relevant • Timed & Fast • Guiding individuals on a journey across communication channels • Supporting the dialogue in time • Driving individuals nicely into ‘conversion’ mode • Low cost & Measurable
  44. 44. But…
how
to
make
money with
E‐mail
Marke2ng/Publishing Jean‐Jacques
Vossen
  45. 45. Agenda • What’s value? • How to predict value? • How to generate value in my case?
  46. 46. Agenda • What’s value? • How to predict value? • How to generate value in my case?
  47. 47. What’s ‘value’ • Value examples for a publisher/marketer: – Efficiency – Margin – Customer loyalty (churn reduction) – Cross sell – Revenues – Market share – Exploration of new markets/communities – ….. 49 04-11-2009
  48. 48. Value in E-mail? • E-mail database – The size of the database (+ growth rate) 50 04-11-2009
  49. 49. Value in E-mail? • E-mail database – The size of the database (+ growth rate) – The hygiene of the database (impact on bounce rate) 51 04-11-2009
  50. 50. Value in E-mail? • E-mail database – The size of the database (+ growth rate) – The hygiene of the database (impact on bounce rate) – The richness of the profile data of customers eg. contact dialogue history (= understand preferences to influence behavior) 52 04-11-2009
  51. 51. Value in E-mail? • Content or message (is King) – Ideal customer profile included in ‘content tags’ 53 04-11-2009
  52. 52. Value in E-mail? • Content or message (is King) – Ideal customer profile included in ‘content tags’ – Relevancy factor achievable by 1:1 matching customer profiles & content tags 54 04-11-2009
  53. 53. Value in E-mail? • Deliverability – % deliverability into the inbox x % conversion x transaction €€ value = €€€ (value) 55 04-11-2009
  54. 54. Tripolis Dialogue – Reporting conversion
  55. 55. Value in E-mail? • Open rate – Marketing techniques to make people open the email (autentication, subject header) 57 04-11-2009
  56. 56. Value in E-mail? • Open rate – Marketing techniques to make people open the email (autentication, subject header) – Timing of delivering the email + 100’s of other tips 58 04-11-2009
  57. 57. Value in E-mail? • Click through rate on content – Contextual relevant content – Design of the email – Microsites/landing pages (incl. common design) 59 04-11-2009
  58. 58. Value in E-mail? • Conversion rate – Recieve, open, view, – click on relevant content, – click on ‘action’ content, – convert (commit) into action – and pay (if relevant) 60 04-11-2009
  59. 59. Value in E-mail? • Co-sponsorships (adverts), pay per: – (banner) Content size – Open/View – Click – Order – Poll mechanism’s • Analytics & Reporting integration – Leading into event driven marketing/publishing – Improvements on all of the above 61 04-11-2009
  60. 60. Agenda • What’s value? • How to predict value? • How to generate value in my case?
  61. 61. The Approach 1. IST: a) An extensive questionnaire (will make you blush…) b) A summary of facts based on the questions asked c) An analysis of the current situation (Off-Line vs On-Line) 2. SOLL: a) A simulation of scenario’s to improve: I. The speed of change from Off-Line into On-Line II. The (positive) impact on the contribution margin
  62. 62. The Approach 1. IST: a) An extensive questionnaire (will make you blush…) b) A summary of facts based on the questions asked c) An analysis of the current situation (Off-Line vs On-Line) 2. SOLL: a) A simulation of scenario’s to improve: I. The speed of change from Off-Line into On-Line II. The (positive) impact on the contribution margin
  63. 63. The Approach – The questionnaire
  64. 64. The Approach – The questionnaire (example)
  65. 65. The Approach – The questionnaire (example)
  66. 66. The Approach 1. IST: a) An extensive questionnaire (will make you blush …) b) A summary of facts based on the questions asked c) An analysis of the current situation (Off-Line vs On- Line) 2. SOLL: a) A simulation of scenario’s to improve: I. The speed of change from Off-Line into On-Line II. The (positive) impact on the contribution margin
  67. 67. The Approach – The facts
  68. 68. The Approach – The facts on Print (example)
  69. 69. The Approach – The facts on Print (example)
  70. 70. The Approach – The facts on E-newsletters (example)
  71. 71. The Approach – The facts on Action e-mails (example)
  72. 72. The Approach – The facts on Discussions & Polls (example)
  73. 73. The Approach 1. IST: a) An extensive questionnaire (will make you blush…) b) A summary of facts based on the questions asked c) An analysis of the current situation (Off-Line vs On-Line) 2. SOLL: a) A simulation of scenario’s to improve: I. The speed of change from Off-Line into On-Line II. The (positive) impact on the contribution margin
  74. 74. The Approach – The Analysis
  75. 75. The Approach – The Analysis (example) 1. Print revenues kept equal 2. E-Channels slowly improving
  76. 76. The Approach – The Analysis 1. E-Channels contribution 2. margin moving from 30 into 50%
  77. 77. The Approach 1. IST: a) An extensive questionnaire (will make you blush…) b) A summary of facts based on the questions asked c) An analysis of the current situation (Off-Line vs On-Line) 2. SOLL: a) A simulation of scenario’s to improve: I. The speed of change from Off-Line into On-Line II. The (positive) impact on the contribution margin
  78. 78. The Approach – The Simulation of Scenario’s to improve
  79. 79. The Approach – The high-level summary of the initial analysis After analysis: 1.Print contribution margins stay the same (for the example) 2.E-Channels contribution margins are improving slightly 3.Overall margin improving slightly
  80. 80. The Approach – The Simulation of Scenario’s to improve - impressions Reality today, reduction in subscriptions (Email) database focus, size, hygiene & audience profiling – costs & gains Email Service Provider’s reputation & Same applies for Action Email and deliverability Polls Authentication, 1:1 Publishing, relevancy Simulation metricsbased onon analysis best practices Current metrics based discussion &
  81. 81. The Approach – The Simulation of Scenario’s to improve - margins Resulting in Contribution margin Reality today: decrease decline …. subscription & add revenues New Business Models are possible: ONLY pay per open, - click, - lead, - sales Resulting in Contribution margin increase …. Very realistic simulator: Additional headcount costs are taken into account, ex: - Web & Template designer - Database & Email Marketer - Sales
  82. 82. The Approach – The Simulation of Scenario’s to improve - margins Realistic e-channels margin contribution (best practices) Today’s print/DM margin contribution assuming no change ….. (not really realistic) Realistic prediction on print/DM margin contribution (really realistic) Today’s e-channels margin contribution (conservative)
  83. 83. Conclusions: ThePrint/Direct Marketing margin contribution is declining in a consistent 1. Approach – The Simulation of Scenario’s to improve - margins way 2. E-channels can be used to compensate in a serious way (x 1.5 – 2 times) if executed in a professional way
  84. 84. What are the costs to achieve all of the before?
  85. 85. The Approach – The Simulation of Scenario’s to improve - costs Compared to margin contribution improvements, not really significant number of costs to be made
  86. 86. So, business model accelerated, what about improving my cashflow!?
  87. 87. From Lead – Order – Invoice - Cash eMarketing Lea ds Con Repor ting Acti tact Sales & CRM Analy vity Con (Sa le sis tent Lea s) Deliv ds Cam Op ery paig n por tuni Orders & Cash Su Cus ties Pipe pp tom line ort er Reve Mg nue Call mt Mgmt cent er 89
  88. 88. Secure E-mail invoicing and payments – cashflow improvement! AcceptEmail – payments via e-mail – huge cost savings!
  89. 89. Agenda • What’s value? • How to predict value? • How to generate value in my case?
  90. 90. The potential solution to create opportunities • A workshop (like we did with other Publishers/Marketing departments): – The current performance in marketing/publishing execution (the ‘ist’- situation) • An indepth analysis of the current situation (channel by channel, performance indicator per indicator • While analyzing, Tripolis partners are proving their indepth capabilities and knowledge in the several email topics • …… 92 04-11-2009
  91. 91. The potential solution to create opportunities • A workshop: – The potential performance (where to improve) • Per ‘value indicator’ discuss the ‘industry benchmark’ • Proof execution power of your power (based on success achieved with references) per indicator • ….. 93 04-11-2009
  92. 92. The potential solution to create opportunities • A workshop: – The simulation of the future • Indicator by indicator (based on references) • Simulation of scenario’swith the Tripolis e-Business Case Modeller • …… 94 04-11-2009
  93. 93. The potential solution to create opportunities • The result – Business Case & roadmap – Commitment for results – Buy-in from the Management – ….. 95 04-11-2009
  94. 94. Who is Tripolis? 96 04-11-2009
  95. 95. Some of our customers Some of our clients Webshops 97 04-11-2009
  96. 96. Tripolis: operating via a network of partners 98
  97. 97. Some of our technology partners <GX> 99
  98. 98. Some of our business partners 100
  99. 99. Questions or remarks? Businesscard = Thank you! www.tripolis.com

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