thompson web strategy
Post on 03-Nov-2014
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Web Strategy & Brand Consolidation
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Our Mandate
To compete and thrive, we must:• Develop the right content and delivery medium for our
audiences. • Cater to customers who have a specific, granular information
need, but who don’t have time to spend hunting down the information to fulfill those needs.
• Find ways to grow sales to libraries that have shrinking budgets.• Form fruitful partnerships and alliances with learned societies,
aggregators, distributors and even competing publishers. • Develop strategy to combat growing movement for open access to
publicly-funded research without cannibalizing growth and profitability.
• Protect copyrighted materials from piracy and illegal distribution on the still vastly unregulated Internet.
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Overall Business Vision
• To turn the web into a primary sales channel where it’s easy, convenient for our customers to buy our products online – the way they want to buy them—whether it be by the topic, by the answer, through a subscription
• To maximize profitable acquisition, retention and lead generation of customers online
• To expand our brands and credibility online by establishing ourselves as true thought leaders in our areas of expertise
• To develop an engaging online experience where customers can interact with our content, tools, experts (editors) and each other to find and/or produce the information solutions they need for their businesses
• To deliver the information, tools and services our customers need – how they want it, when they want it and where they want it
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Marketing Site(s)
ecommerce
CRM
Product Delivery
CME C
ity
BioW
orld
Sheshunoff
One Platform: Multiple Branded Entry Points
AHC
AS
Pratt
Thompson
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Brand Strategy Intersects with Web Strategy
• Cohesive Customer Experience and Brand Strategy demands we view marketing (public) and product (private) sites with a combined vision
Marketing
(Public site)
Product
(Private site)
Lo
gin
/Pay
Customers
Prospects
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Four Main Areas of Consideration
1. Web strategy
2. Brand strategy & customer experience
3. Business case & high level benefits
4. Technical options
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Web Strategy – Main Components
1. Shopping experience
2. Corporate presence
3. Member area (user account/dashboard features)
4. Web ‘2.0’ and other social/community
5. Definition & delivery of new products
6. Migration of existing products & content
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Web Strategy: Overview of 1-3
Shopping Experience• Browsing and shopping need to be easy and fast• Guest check out
Corporate Presence• Only mention of corporate brand relationships; little effort to drive direct
traffic other than through some PR• Goal is to establish expertise and credibility in the history of the brand
Member Area• Enhance member area for greater usability, product access and
administrative access• Ability to change user information, pay invoices online, set up reoccurring
payments, and renew online• Portal to access online products
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Web Strategy: Web 2.0 & Social
• Dynamic featured and related products• Emailed/SMS’d alerts and updates for news articles/content• Free news and content registering and commenting• Community development for active market segments• Widgets for polls, visualization of social media trends and other RSS news (creative
and visual aggregation and analysis of information—internal and publicly-available)• Next Generation Publishing: Incorporating CGM (consumer generated media) into the
publishing process
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Current Online Products
E.g. BILD=Application, SMART=Subscription
True Online Product (News)
Key Benefits to customers: Timeliness, Credibility, Training modules, Push/Pull
Info, searchable archive. (AHC)
True Online Product (Solutions)
Key Benefits to customers: Workflow Tools, Archived training modules, interactive forms, Push/Pull Info, searchable archive. (TPG/SIS)
Full-text, searchable products
E.g. Medi-Regs model, eTIME, eFAIR
Linear format, enhanced by search engine AKA electronic abstracting and indexing (A&I) databases
CMS Platform & Consolidated Web Structure
Products – New & Migration (Starting Point)
eBooks: PDFs (E.g. Sourcebooks)1
2
3
5 4
Redesign outdated web sites &
fix URL architecture
v
Redesign outdated web sites &
fix URL architecture
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Brand Strategy & Customer Experience
1. Build brand equity, recall and trust in individual, specialized brands– Simplify web site domain structure under 8 main brands, enabling improved
SEO, more efficient and effective advertising, a stronger customer experience, and more efficient content updating
– Redesign sites to industry standards, optimizing usability (affects brand favorability and purchase intentions)
– Create more engaging user experiences to increase returning visitors
2. Create horizontal and vertical entry points to attract customers, partners and organic traffic based on customer self-definitions
3. Create destination pages by market that integrate news, analysis, solutions and training
4. Develop topic areas to offer comprehensive and targeted solution to compliance challenges
5. Engage users with rich media and offer opportunities for user-generated content
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The Core 8 Brands
ASMI
PI
CME City
AHC
BioWorld
AS Pratt
Sheshunoff
Thompson
ThompsonPublishing
Group
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Thompson (horizontal/vertical breakout example)
Energy
Environment
Legal
Healthcare
FDA
Grants
Government
HR
Thompson=Compliance
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Brand/Product Integration Structure (TPG Example)
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Sheshunoff Information Services
Finance
Legal
Treasury
Lending
Operations
CreditUnions
Banking
Compliance
Sheshunoff=FinancialServices
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Product/Brand Integration Structure (SIS example)
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Vertical & Horizontal Entry Points (TPG Example)
HR GOV Grants Legal FDA
TIME ABLE PERK SASS GRAN WATCH
FMLA FSLA COBRA A-122 A-133 Audit
Grants HR EDU
GRAN ABLE ELL TEAC
GrantsManager(Local Gov)
HRManager
(Local Gov)
A A A A
A A A
A A A A
A A A
A A A A
A A A
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HR Manager
Larger organization, steady flow of compliance issues/questions.
Small company, need answer to one question
Need comprehensive
solution
One Hot Issue
Issue-Based
Solution
Format-Based
Solution
One product, one development process and different prices for different size pieces
Vertical & Horizontal Purchasing options
TIME
FMLA
A
TIMEA
FMLA
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Customer Experience Walk-through
• Public Website Wireframes– Level 1: Corporate site (TPG, SIS, AHC)
– Level 2: Primary content areas
– Level 3: Secondary content areas
– Level 4: Product pages
• My Account Wireframes (coming soon)– Dashboard
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Architecture and Traffic Overview
Level 1 Corporate
Level 2 Category
Level 3 Sub-Category
Level 3 Product
Account Dashboard
SEM Email Display
Organic Traffic
Product
Shopping Cart
Trial Touchpoints
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Level 1: Corporate Site
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Level 1: SIS
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Level 1: AHC
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Level 2: Primary Content Area
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Level 3: Secondary Content Area
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Level 4: Online Product Pages
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Member Area
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Branding Strategy
• Define and Grow our brands in specific markets• Understand and eliminate (by finding
opportunities) on brand overlap
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Salient Laws of Branding
• The power of a brand is inversely proportional to its scope. Trying to be all things to all people undermines the power of the brand. The strength of brands lies in becoming synonymous with a single category. Brands that spread themselves across categories lose brand focus, identity, and ultimately market share.
• A brand becomes stronger when you narrow its focus. By narrowing the focus to a single category, a brand can achieve extraordinary success. Starbucks, Subway and Dominos Pizza became category killers when they narrowed their focus.
• Brands are brands. Companies are companies. There is a difference. Customers think of brands, not companies. Procter and Gamble isn't Tide. General Motors isn't Cadillac. The brand itself should be the focus of your attention. Use the company name, if necessary, in a decidedly secondary way.
• There is a time and place to launch a second brand. A second brand can be launched to focus on a new subcategory within the same product family. Toyota launched Lexus because the Toyota brand couldn't fill the luxury ar category. The focus is on the brand, not the company. Customers buy a Lexus not because it's made by Toyota, but in spite of it.
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Our Brands and Markets Served
ThompsonCompliance Solutions for Professionals in HR, Grants, Education, FDA
AHCNews and Expert Analysis for Healthcare Professionals
SheshunoffInformation and Insights for Financial Services Professionals
BioWorldTimely news and insights for Biotech Professionals
AS PrattAnalysis and Guidance for Banking Law
CME CityComprehensive Continuing Medical Education Resource
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Brand Mapping - Limited Overlap Today
Thompson
AHC/BioWorldSheshunoff/AS Pratt
HR
Healthcare, FDA
Legal
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High-Level Benefits
• Improved efficiency in SEO, operations and marketing with consolidated, combined platforms
• Customer-focused online experience, cohesive between public site, private site and product
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Next Steps
• Business Case• Technical Requirements
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Appendix
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Appendix A: Core Brands
ASMI
PI
CME City
AHC
BioWorld
AS Pratt
Sheshunoff
Thompson
ThompsonPublishing
Group
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Thompson
Energy
Environment
Legal
Healthcare
FDA
Grants
Government
HR
Thompson=Compliance
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AHC Media
HospitalQuality
&Outcomes
AlternativeTherapies
Outpatient &Women’s Health
PatientManagement
HospitalCompliance
ClinicalAlerts
InfectionControl
EmergencyMedicine
AHC=Healthcare
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BioWorld
MDD
BioWorld=Biotech
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CME City
TestWeb FreeCME
CMEweb
CME City=CME for
Healthcare
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Sheshunoff Information Services
Finance
Legal
Treasury
Lending
Operations
CreditUnions
Banking
Compliance
Sheshunoff=FinancialServices
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AS Pratt
AS Pratt=LegalFor
Banking
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The Performance Institute (gov perf mgmt)
Environment
HRManagement
Leadership/Indv Perf
Social Serv/Nonprofit
LawEnforcement
ProcessImprov
ProjectManagement
FinancialManagement
PerformanceManagement
ThePerformance
Institute
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ASMI (private sector performance mgmt)
ProjectMgmt
ProcessImprovement
Marketing
HRMgmt
FinancialMgmt
PerformanceMgmt
ASMI
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