How to Strategically Transform and Grow Your Business
•Als PPT, PDF herunterladen•
1 gefällt mir•641 views
An, “in-depth look at the dramatic changes that have affected the print industry. John provides proven strategies, plans, and tactics that print service providers can follow to grow their business, despite the decrease in printed materials. Additionally, he shares case studies of companies that have already found ways to adjust their business models and succeed.”
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie How to Strategically Transform and Grow Your Business
Ähnlich wie How to Strategically Transform and Grow Your Business (20)
Mehr von Grow Socially, Inc.
Mehr von Grow Socially, Inc. (18)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
How to Strategically Transform and Grow Your Business
- 1. #AMEast13 Presentation Information Presentation Title: How to Strategically Transform and Grow Your Business Subject Matter: Presenting an in-depth look at the dramatic changes that have affected the newspaper industry recently. John provides the audience with proven strategies, plans, and tactics that print service providers can follow to grow their business despite the decrease in printed materials. He provides case studies of companies that have already found ways to adjust their business model, and succeed. He provides commentary and advice from industry leader who not only offer valuable guidance on what printers must do now, but also how they can prepare for what changes will come in the near future. Date: Tuesday, April 9th Time: 2:30pm – 3:30pm Location: Hershey Lodge, Hershey, PA Audience: Newspaper, Circulation, Editorial, GMs/Publishers, Production, IT, Sales and Marketing
- 2. Transforming Your Business Presented by John Foley, Jr. CEO of interlinkONE & Grow Socially
- 3. #AMEast13 Intro: John Foley, Jr. Grow Socially •Marketing from start to finish. •Websites, strategic planning, online marketing, social, mobile. interlinkONE – Software (SaaS) •Enterprise Marketing Management Software. •Warehouse, order management, sales, CRM, fulfillment I loveI love Mar(H)keting!Mar(H)keting!
- 5. #AMEast13 Keep Your Phone On! Feel free to Tweet, Post, Update, Email, take notes, photos, and more! @JohnFoleyJr #AMEast13
- 6. #AMEast13 Today’s Overview • Brief Introduction • Convergence of Traditional Print and Digital Media • Impact on the Industry • Case Studies • Transforming Your Publication • Marketing Your Publication • Final Thoughts and Questions
- 7. #AMEast13 The Convergence of Traditional Print and Electronic Media
- 8. #AMEast13 Communications Today • “Kitchen Table Effect” • Generational Differences • Everyone looks for news differently • News delivered to multiple media • Online reading • Coupons/Advertising
- 9. #AMEast13 Multi-Channel Marketing • It’s a multi-channel world – We’re just living in it. • Disruption is the name of the game • Is everyone interested in the same type of communication? – Absolutely not!
- 10. #AMEast13 How do your readers get their information? Podcasts Social Videos Short Stories Pictures Long Editorials What type of information do they like? Mobile
- 11. #AMEast13 Online & Mobile: Disrupters www.yourwebsite.com
- 12. #AMEast13 Smartphones Are Just About Everywhere! 50% Smartphone Adoption
- 14. #AMEast13 eBooks: As Common as Gerber
- 15. #AMEast13 How Are These Changes Affecting the Newspaper Industry?
- 16. #AMEast13 The End of an Era • Excerpt from Boston Globe • In a poignant signal of a fast-changing media landscape, The Boston Phoenix sent out a short and simple tweet one recent Thursday afternoon:
- 17. #AMEast13 Newspaper Advertising Revenue Adjusted for Inflation, 1950-2012
- 18. #AMEast13 Newspaper Print Advertising Trends 2000-2017
- 19. #AMEast13 Newspaper Print Advertising Trends 2003-2012 Source: The Atlantic
- 20. #AMEast13 Newspaper Print Advertising Trends Source: The Atlantic
- 21. #AMEast13 Newspaper Print Advertising Trends What’s Impacting Newspapers? Source: The Atlantic
- 22. #AMEast13 Growth in 2013 Videos and Targeted Banners
- 23. #AMEast13 US Commercial Printing Forecasts © 2012, Strategies for Management, Inc. 23
- 24. #AMEast13 State of the Industry: 2020
- 25. #AMEast13 $0.0 $20.0 $40.0 $60.0 $80.0 $100.0 $120.0 2012201020082006200420022000199819961994199219901988198619841982 1982: $34.1 Average Annual Percent Change 2012- 1999 - 1.4% 1998– 1982 6.7% 2003: $87.8 2000: $101.1 2012: $76.8 2007: $98.2 Commercial Printing Industry Sales History In billions, not adjusted for price change. NAPL estimates. Shaded areas indicate economy in recession. © 2012 NAPL, East Rutherford, NJ. www.napl.org. All rights reserved.
- 26. #AMEast13 From 1982 through 1998: • Commercial printing industry sales grew by at least 3.5% in 15 of 16 years and by at least 5.0% in 11 of 16 years. • Number of commercial printing establishments increased by 33.4%, to 37,673 from 28,228. From 1998 through 2011: • Commercial printing industry sales have declined in 7 of 13 years, falling by 19.0% over the full period and by 21.0% since 2007. • Number of commercial printing establishments has declined by 27.6%, to 27,285 from 37,673. How Things Have Changed. © 2012 NAPL, East Rutherford, NJ. www.napl.org. All rights reserved.
- 27. #AMEast13 New Revenues for a New Industry Share of revenue from lithography and from digital printing/value added services during the year indicated. Figures are for NAPL State of the Industry participants. Share of revenue from lithography Share of revenue from something other than lithography (digital printing, mailing, fulfillment, etc.) © 2012 NAPL, East Rutherford, NJ. www.napl.org. All rights reserved.
- 28. #AMEast13 What’s Expected to Grow Fastest How NAPL State of the Industry participants answered the question below. Responses at Midyear 2000 Responses at Midyear 2012 1. 4-or-More Color Lithography 50.8% 1. Digital Color 61.9% 2. Prepress Services 42.5% 2. Digital Color: Variable 53.0% 3. Digital Printing 32.1% 3. Wide Format: Color 39.3% 4. Fulfillment 27.5% 4. Web-to-Print 38.7% 5. Mailing 17.1% 5. Fulfillment 32.7% 6. Web/Internet Services 15.5% 6. Web Storefront 31.0% 7. Art, Design, Creative 11.9% 7. 1:1/Cross Media 30.4% 15. 4-or-More-Color Litho. 11.3% 16. Video for the Web 10.7% 17. Prepress Services 8.3% Which services do you expect to grow fastest over the next 2-3 years? © 2012 NAPL, East Rutherford, NJ. www.napl.org. All rights reserved.
- 29. #AMEast13 Several newspapers are now consulting local businesses in their markets about how to take better advantage of the internet and social media. Revenue in this space almost doubled in 2012. Newspapers Find Ways to Beat Falling Ad Revenue Published: Monday, 8 Apr 2013 | 12:01 AM ET By: Jason GewirtzSenior Producer
- 30. #AMEast13 Advertising Revenues •Revenues from daily newspaper advertising dropped 44% from 2005 to 2009. •Advertisers want cheaper, more dynamic online ad space. •Classified ads competing with websites specializing in classified ads, social networking and help-wanted listings. How Things Have Changed Sources: Congressional Research Service, Chron.com
- 31. #AMEast13 Newspaper Staffing •Between 2001 and 2009, daily newspapers reduced overall newsroom staff by 25%. •Reduced news coverage, leading to an under-reporting of important news. •This affects non-print news media as well, such as radio and television. How Things Have Changed Sources: Congressional Research Service, Chron.com
- 32. #AMEast13 Adaptation •Readers demand instant access. •More online editions that are: • Free • At a reduced rate • Licensed through digital media •Reduced costs for printing and distribution. How Things Have Changed Sources: Congressional Research Service, Chron.com
- 33. #AMEast13 Small Newspaper Opportunities •Lower costs from online-only versions helps small news businesses. • No more printing equipment, paper and distribution routes. •Even a single reporter can operate independently and publish internationally. This opportunity was virtually unheard of before the Internet. How Things Have Changed Sources: Congressional Research Service, Chron.com
- 34. #AMEast13 Let’s Talk About How YOU Can Survive and Thrive
- 36. #AMEast13 The Naples (Fla.) Daily News Overall revenue growth by overhauling the composition of the sales force and its operating philosophy, the paper saw overall revenue growth in 2011 and 2012. In Naples, protecting print revenue proved to be a significant part of the success story. The Santa Rosa (Calif.) Press Democrat New Media Lab -provides a full range of online marketing services to merchants. In its first year, the lab accounted for roughly 25% of the paper's digital revenue and is expected to grow revenue by about 60% in 2013. The (Salt Lake City) Deseret News (circulation 91,638). Former Harvard Business professor Clark Gilbert engineered a major reorganization of the Deseret media properties, building a digital company. The Columbia (Tenn.) Daily Herald (circulation 12,744). This small, but aggressive daily in an economically hard-hit Tennessee community rolled out more than a half dozen new revenue ideas in 2012 alone, some in print, but most in digital. The resultant growth in online revenues allowed the paper to keep overall annual revenue losses well below the national average-about 2% in 2012. By Mark Jurkowitz and Amy Mitchell of the Pew Research Center's Project for Excellence in Journalism NEWSPAPERS TURNING IDEAS INTO DOLLARS http://features.journalism.org/2013/02/10/how-four-newspapers-turned- ideas-into-revenue-a-pew-research-center-infographic/
- 37. #AMEast13 Four Steps To Finding Success 1. Analyze Your Business and the Need for Transformation 2. Understand and Embrace Marketing Solutions 3. Change Your Perspective, If Necessary 4. Become Your First Customer: Self-Promote
- 38. #AMEast13 From a Printed Newspaper to a Digital Information Resource or whatever you would like to name it… Transforming Your Publication
- 39. #AMEast13 The Proposition? Offer value added multi-channel and media, communications and solutions.
- 40. #AMEast13 Business Transformation Sales Process Redefined Marketing Communications Marketing Service ProvidersEducation •Seminars •Classes •Whitepapers, Articles, •Webinars Marketing Execution Print •Digital •Commercial •Offset •X,Y,Z Print Mail Fulfillment Mail •Bulk •Presort •X,Y,Z Fulfillment •Kitting •Small Box •Literature •Premiums •Product Sales Assessment Education Business PlanBusiness Plan - Resource Assessment - Business Management Delivering Marketing Communication programs •Marketing Programs •Email •Webinars •Training •Social Media •Radio •TV Business Assessment Data Management Digital Agency
- 41. #AMEast13 If We Live in a Multi-Channel World, Provide Your Readers with Multi-Channel Experiences Investment/SkillLevel Solution Sophistication • Entry Level VDP • Mobile Marketing offerings QR/AR/NFC • Web to Print • Product Fulfillment • Ecommerce Store Fronts • Online Marketing • Core Competancy • Digital Wide Format • 1:1 Complex Direct Marketing VDP Personalizaion • Automated Marketing / Triggered Events • Data Management and Analytics • Web to Anything Marketing Resource Management /Digital Asset Mgmt • Complete Marketing Solutions: Development, Campaign Management, Execution, Measurement • Responsive Web Development • Inbound Marketing • Content Marketing • Social Media • Software delivery and support • InkJet • Email Marketing
- 42. #AMEast13 How? Create Your Strategy, Business Plan, and Infrastructure
- 43. #AMEast13 Print vs. Digital: The Difference Enjoying a reading experience, taking your time. Different types of information accessible from multiple devices.
- 44. #AMEast13 The Strategy • Business Plan • Marketing Plan and Calendar • Sales Plan • Financial Plan • Organizational Needs • Measure
- 45. #AMEast13 The Business Plan: Marketing • Multi-Channel Mix • Sales estimates • Goals and strategies • Competitive research • Advertising and promotion
- 46. #AMEast13 The Business Plan: Organizational Structure • Management and personnel • Administrative organization • Contingency planning
- 47. #AMEast13 The Business Plan: Financial Plan • The investment budget • Statistical data (ratios) • ROI • Financial projections
- 49. #AMEast13 Marketing Resources: Needs • Create Content through: • Writing • Video • Audio • Presentations • Conversational • Mobile/Social/Email
- 50. #AMEast13 Sales Plan/Sales Resources: Needs • Willingness to embrace change! • Ability to be present in multiple publication venues • Tech savvy • Mobile readiness • Word-of-mouth marketing • Not afraid of social media
- 51. #AMEast13 IT Resources: Needs • Ability to manage data (Excel, CSV, Access) • HTML/web development experience • Basic understanding of web security • Not afraid to communicate with sales and marketing
- 53. #AMEast13 What to Analyze Possible Strengths • Customer-base • Experience with Campaigns • Working capital available • Marketing management and support on your team, • Business development skills Possible Weaknesses • No Plan • Skills deficits among your people • Missing pieces in the technology infrastructure • No marketing resources on your team • Explain how you will leverage the strengths and mitigate them
- 54. #AMEast13 Key Steps to Success 1. Plan as if you were starting a new business 2. Create a solid business plan 3. Get marketing expertise 4. Take advantage of existing advertiser relationships 5. Examine trends that affect your readers 6. Create demand 7. Set expectations for transformation 8. Review and update marketing strategies 9. Measure
- 55. #AMEast13 Where The Worlds of Marketing and Communication Are Going
- 56. #AMEast13 Two Big Areas with Momentum • Inbound Marketing • Mobile Marketing
- 57. #AMEast13 What is Inbound Marketing? http://en.wikipedia.org/wiki/Inbound_marketing “Inbound marketing is a marketing strategy that focuses on attracting prospective customers by offering useful information.”
- 59. #AMEast13 Key Resource for You Free White Paper on Inbound Marketing! http://InboundMarketingWhitePaper.com
- 62. #AMEast13 Mobile Internet Usage Source: Morgan Stanley
- 63. #AMEast13 Mobile Internet Usage Source: Morgan Stanley
- 64. #AMEast13 Opportunities For You • Responsive web design • Make Print Interactive: Quick Response Code (QR Code), Near Field Communication (NFC), Augmented Reality (AR) • Integrate SMS/Text Into Your Capabilities
- 65. #AMEast13 Mobile Websites: Build and Host Mobile Commerce Responsive Web Design
- 68. #AMEast13 Near Field Communication (NFC) A set of standards for smartphones and similar devices to establish radio communication with each other by touching them together or bringing them into close proximity, usually no more than a few centimeters. Wikipedia My latest video on how to utilize NFC in your marketing efforts: http://ilink.me/NFC1
- 69. #AMEast13 Augmented Reality Augmented reality (AR) is a live, direct or indirect, view of a physical, real-world environment whose elements are augmented by computer- generated sensory input such as sound, video, graphics or GPS data. Wikipedia
- 71. #AMEast13 Key Resource for You Free White Paper on Mobile Marketing and Content Distribution! Get it at http://ilink.me/content101
- 72. #AMEast13 Direct Mail? • Every Door Direct Mail • Recurring Revenue • Drive Traffic • Extra ad space http://latkaprint.com/wp- content/uploads/2013/02/HititDirectFeb2013. pdf http://www.youtube.com/watch ?v=_NBSppwniu4
- 73. #AMEast13 Email • Draw your readers in with popular stories • Send out weekly eBlasts • Build readership, interest, website traffic, and subscriptions • Extra ad space
- 74. #AMEast13 Responsive Web Design Responsive web design (often abbreviated to RWD) is an approach to web design in which a site is crafted to provide an optimal viewing experience—easy reading and navigation with a minimum of resizing, panning, and scrolling —across a wide range of devices. Wikipedia
- 75. #AMEast13 Responsive Results Free White Paper on Responsive Web Design! http://ilnk.me/RWD101
- 76. #AMEast13 Automated Marketing: Trigger-Based/Closed Loop • Based on inquiry need, assign track • Auto step through timed events • Lead Generation – Nurturing – Qualification – Close • Sales
- 77. #AMEast13 2013-2014: Plan for it! • Automated Marketing • Content Marketing • Mobile Marketing – AR/QR/NFC • Advanced Personalization • Web to Anything • Product Fulfillment • Digital Color • Dimensional Mailers
- 78. #AMEast13 The Takeaway Plan – Tying it all together
- 79. #AMEast13 Business/Marketing/Sales Process Redefined Education Year 1 Year 2 Year 3 Business >>>>>>>>>>>>>>>>>>>>>>>Transformation Business Fundamentals -Plans -Positioning Dabble in some marketing tools: -Purls -Emails -VDP - Cross Media Capability additions: Data Management Multi-Channel Offerings Executing integrated campaigns -Emails, PURLS, VDP, QR Codes -Workforce training -Technology to support -FULL Campaign Management Fully Developed -Brand -New marketing channels -Grow readership -New technology and/or solution awareness Transformation Timeline
- 82. #AMEast13 Key Steps to Success: Page 1 • There is not a silver bullet – Rome was not built in a day • Plan, plan, plan • Treat it as if you were starting a new business • Create a solid business plan • Get marketing expertise on your staff
- 83. #AMEast13 Key Steps to Success: Page 2 • Take advantage of existing customer relationships • Examine trends that are affecting the verticals you serve • Set expectations that the transformation will happen • Constantly review and update marketing strategies • Increase your self-promotional efforts • Measure
- 84. #AMEast13 Action Items • Soul Search • Business Plan Review • Marketing/Sales Plan • Find the Right Resources • Self Promotion
- 86. #AMEast13 Read the Books
- 87. #AMEast13 Q & A / Contact Me!: iFlyMobi.com QR Code http://ilink.me/JR
- 89. #AMEast13 THANK YOU! Tweet photos, questions or comments using @JohnFoleyJr and hashtag #AMEast13! or see me and my team at booth 71!
Hinweis der Redaktion
- With mail, it can linger. Newspapers have a much shorter shelf life so you have to make people want to keep them. How many people in the audience’s kids read the physical newspaper? Used to be a standard. News can come from the paper, online, tv, twitter, facebook, etc…
- They were classifieds. They didn’t change with the times, so they got replaced (craigslist, online) Learn more John: http://en.wikipedia.org/wiki/The_Boston_Phoenix
- http://www.businessinsider.com/chart-of-the-day-newspaper-advertising-2012-9
- http://www.slideshare.net/gordonborrell/borrell-newspaper-print-ad-forecast-for-2013
- http://www.theatlantic.com/business/archive/2013/03/this-is-the-scariest-statistic-about-the-newspaper-business-today/274125/
- http://www.theatlantic.com/business/archive/2013/03/this-is-the-scariest-statistic-about-the-newspaper-business-today/274125/
- http://www.theatlantic.com/business/archive/2013/03/this-is-the-scariest-statistic-about-the-newspaper-business-today/274125/
- http://www.slideshare.net/gordonborrell/borrell-newspaper-print-ad-forecast-for-2013
- So.. If we allow this trend to continue.. What will things look like in 2020? The great Dr. Joe Webb helped put this slide together.
- http://www.inma.org/article/index.cfm/49722-how-to-manage-legacy-newspaper-s-transformation-and-adapt-to-digital http://www.journalism.org/analysis_report/newspapers_turning_ideas_dollars
- The Naples (Fla.) Daily News (weekday circulation 44,876). After the publisher and his managerial team overhauled the composition of the sales force and its operating philosophy, the paper saw overall revenue growth in 2011 and 2012. In Naples, protecting print revenue proved to be a significant part of the success story. The Santa Rosa (Calif.) Press Democrat (circulation 53,292). As part of a revamped business plan, the paper developed the Media Lab, a sophisticated digital agency that provides a full range of online marketing services to merchants. In its first year, the lab accounted for roughly 25% of the paper's digital revenue and is expected to grow revenue by about 60% in 2013. The (Salt Lake City) Deseret News (circulation 91,638). Former Harvard Business professor Clark Gilbert engineered a major reorganization of the Deseret media properties, building a digital company, creating a new-and more narrowly focused-editorial identity for the newspaper and unveiling a weekly national print edition. Digital revenue has been growing at over 40% a year since 2010 while daily and Sunday circulation jumped about 33% and 90% respectively from September 2011 to September 2012. The Columbia (Tenn.) Daily Herald (circulation 12,744). This small, but aggressive daily in an economically hard-hit Tennessee community rolled out more than a half dozen new revenue ideas in 2012 alone, some in print, but most in digital. The resultant growth in online revenues allowed the paper to keep overall annual revenue losses well below the national average-about 2% in 2012.
- Let’s talk bit now about hardware is changing the worlds of marketing and communications….. The iPad… the iPhone… Kindle… Android devices… Windows Phones… and more.
- Mobile Website Building: Corporate Sites, Landing Pages, Surveys, Event Information, and More! Make Print Interactive: QR Codes, Intelligent Print, NFC Integrate SMS/Text Into Your Capabilities
- Design options… There are pre-defined color schemes to make life easier for you… but you obviusly have the ability to define your own colors!
- First, what does it stand for? Quick Response… So.. On the most basic level – think of it this way. Your mobile audience can save time by scanning the QR Code to go to your website rather than remembering and typing in the URL. Yes, it’s a call to action that can help increase response rates… strike while he iron is hot.
- trigger based marketing 2. Content marketing 3. Hyper perosnaliztion. individual call to action that gets people to act! 4. Substrates - synthetic papers. hospitals 5. pre die cut dimensional malilers
- So, if we understand that people are on the move, that they are consuming data, we must start to take steps to realize that a variety of channels are at our disposal to reach people.. We must reach them in the way that they want to be targeted, with relevant information.
- New medias – QR Codes, Mobile txt, Social
- This transformation should be approached as though you were starting a new business—which, in essence, you are. • A solid business plan boosts your credibility and also provides lenders with the information needed to make the funding decision. • Without marketing expertise on staff, it will be difficult—if not impossible—to transform your business and build John P. Foley, Jr. 113 credibility with your customers. • The downside of transformation is that establishing a new business can be scary, especially in an uncertain economy. But the good news is that you already have an ongoing business and existing customers that can help fund this new venture. • In an off-site team workshop, examine the trends affecting your prospective customer base. This includes trends specific to individual vertical markets you may wish to target, as well as horizontal trends. • As you build your new infrastructure to support your business transformation—in people, processes and technology—your goal should be to establish a clear offering that encompasses capabilities that may be just out of reach for many marketers. • You should also set expectations for your team that this transformation will not happen overnight, and it will not be easy. It will take the full dedication of the entire team to make the transformation successful. And it will take leadership from you to galvanize the organization. • There is no end to the need to review and update marketing strategies; it is an area that is always evolving and changing, and it needs constant reflection and review to ensure that it stays current with changing market needs. • Offering marketing services is very different from buying a press, however. The analytics are not always as clear-cut. Each service must be a line item in the business plan and in the pro forma financials. • By beginning marketing services transformation with your own self-promotion, you will have more experience under your belt and will have an opportunity to refine your processes in a safe environment. • This new business, if done right, will be complementary to your existing print, mail, fulfillment business, and will drive more volume to the legacy business.
- This transformation should be approached as though you were starting a new business—which, in essence, you are. • A solid business plan boosts your credibility and also provides lenders with the information needed to make the funding decision. • Without marketing expertise on staff, it will be difficult—if not impossible—to transform your business and build John P. Foley, Jr. 113 credibility with your customers. • The downside of transformation is that establishing a new business can be scary, especially in an uncertain economy. But the good news is that you already have an ongoing business and existing customers that can help fund this new venture. • In an off-site team workshop, examine the trends affecting your prospective customer base. This includes trends specific to individual vertical markets you may wish to target, as well as horizontal trends. • As you build your new infrastructure to support your business transformation—in people, processes and technology—your goal should be to establish a clear offering that encompasses capabilities that may be just out of reach for many marketers. • You should also set expectations for your team that this transformation will not happen overnight, and it will not be easy. It will take the full dedication of the entire team to make the transformation successful. And it will take leadership from you to galvanize the organization. • There is no end to the need to review and update marketing strategies; it is an area that is always evolving and changing, and it needs constant reflection and review to ensure that it stays current with changing market needs. • Offering marketing services is very different from buying a press, however. The analytics are not always as clear-cut. Each service must be a line item in the business plan and in the pro forma financials. • By beginning marketing services transformation with your own self-promotion, you will have more experience under your belt and will have an opportunity to refine your processes in a safe environment. • This new business, if done right, will be complementary to your existing print, mail, fulfillment business, and will drive more volume to the legacy business.
- Measurement, revising, repeating Develop a Vision and Business Plan Develop the Organization Chart Create a Marketing Strategy and Plan Create Sales Strategy and Plan Operational Plan Finance – pro forma financial statements Educate Internally and Externally Consistently Self-Promote Execute Measure