Post on 26-Jan-2015
description
1 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
benjamin ruschin | digital head
ruschin@conversations.at | www.conversations.at
supported by media innovation lab / hubert burda media
social networks in the media industry the strategic imperative
2 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
agenda
• the emerging opportunity • the status quo • best practice case study • the strategic imperative
3 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
the emerging business opportunity
4 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
the emerging business opportunity
what are the key challenges confronting media providers?
5 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
key challenges
• competing for users‘ time
Source: Nielsen, NetView, June 2011
Germany Ø facebook users (25 million uniques!) spend an average
of 5 hours/week on facebook
6 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
key challenges
• competing for users‘ time • unpredictability & constant change • lack of proven best practices • difficult to set a strategic direction
– Sales? Paid content? Ads? Profits? Business model?
Ø how do we deal with this?
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how are news media providers approaching social?
operational level
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operational level
• social distribution • social customer relationship management • social commerce
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social distribution
• social content posts
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social distribution
• social plugins
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social customer relationship management
• social interaction with customers
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social customer relationship management
• open graph interface
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social commerce
• selling paid content via facebook (apps)
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social commerce
• selling paid content via facebook
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how should news media providers approach social?
strategic level
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best practice case study
• “social media for print“ project driven by top level • strategic in-house driver “media innovation lab“ • corporate budget to explore social networks • goal: find viable social business models for print media
– build sustainable customer relationship through dialog – strengthen each brand individually
• individual goals/KPIs for each brand (contextual) • accountability: each brand has a social champion
responsible for reaching pre-defined KPIs
source: ulrich bartholmös, head of technology @ media innovation lab / hubert burda media
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best practice case study
• knowledge transfer: knowledge gained by each magazine/newspaper is crowdsourced and transfered – monthly “social media meet-up“ => champions get together – knowledge formalized => handbooks & training
• attempt to build a core competence in the social domain by learning & institutionalizing the knowledge
• exploration: mindset geared towards experimenting rather than generating immediate ROI
• assessment: milestones & KPIs (not financial goals) • time horizon: long-term (not short-term)
source: ulrich bartholmös, head of technology @ media innovation lab / hubert burda media
18 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
best practice case study
examples
source: ulrich bartholmös, head of technology @ media innovation lab / hubert burda media
19 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
best practice case study
examples campaign
• facebook campaign: searching for the may covermodel (facebook app)
results • >8000 applicants • >34000 voters participated • fostered engagement & participation • strengthened customer relationships
source: ulrich bartholmös, head of technology @ media innovation lab / hubert burda media
20 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
best practice case study
examples
source: ulrich bartholmös, head of technology @ media innovation lab / hubert burda media
21 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
best practice case study
examples campaign
• royal wedding: facebook & twitter campaign – regular updates posted
results • print sales 51% above the average
(highest sales since 2003) • web traffic from facebook & twitter
increased seven-fold!
source: ulrich bartholmös, head of technology @ media innovation lab / hubert burda media
22 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
the strategic imperative
• put social on the top-level agenda (CEO‘s back-up) • financial resources: designated budget for social
(corporate innovation fund) • people: carefully selected champions & innovators • time horizon: long-term (not short-term) • activities: exploratory (not revenue-generating) • assessment: milestones (vs. short-term ROI) • goals: find viable business models within timeframe
(strategic business building)
23 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
the strategic imperative
• knowledge: crowdsource, transfer, institutionalize • leverage systemic processes for innovation
– separate business unit (structural ambidexterity) – contextual ambidexterity (80:20 rule) – cross-functional groups / communities of practice
Ø top-management commitment Ø business models tailored to each brand Ø focus on creating the required PRE-CONDITIONS
24 © straberger conversations gmbh 12. October 2011 @ WAN-IFRA
thanks for your attention get in touch!
benjamin ruschin | digital head
ruschin@conversations.at | www.conversations.at
special thanks to media innovation lab / hubert burda media for their valuable input!