Digital Marketing Campaigning in Vestas- effective digital marketing in a World of Wind

Some examples of current or past challenges that you have had in your marketing campaigning

(preferably b-t-b)?

Agenda

1. Introduction to Vestas and the wind industry

2. Building a digital campaign platform

3. From World of Wind to Energy Transparency

4. Learnings so far

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We have installed more than 46,000 turbines in 69 countries worldwide spanning six continents46,000

We monitor 22,000 turbines, or 38,000 MW, day and night and the data is used for efficient service planning and pre-emptive maintenance

22,000

Vestas is the world largest manufacturer of wind turbines with more than 30 years of experience with wind energy

1

We employ more than 19,000 people worldwide from app. 85 nationalities 19,000

The world leader in wind energy

We have an installed base of 50 GW, 67% higher than our closest competitor* which is enough clean wind energy for 19 million European homes

50 GW

*Source: BTM Consult, 2012

• Large investments – sales cycles up to several years, the “product” is plus 20 years of cash flow

• Multiple stakeholders – customers are mainly large utilities or developers, but multiple other stakeholders (politicians, advisors, financiers, and more)

• Rapid growth market – from double digit growth rates (2005 – 2010) to single digit (2010 - 2012)

• Increased competition – large conglomerates (Siemens and GE) and low price, aggressive Chinese competitors (Goldwind, Sinovel etc.)

• High focus area – sustainability is a high interest area with wind being the most mature renewable energy source

Characteristics of the wind industry

Launching the new V112-3.0 MW

FROM A VESTAS PERSPECTRIVE

•First new turbine platform since 2003 (V90-3.0 MW)

•A new product in a market with heavy focus on business case certainty

•Loss of market share to power brands

•Low customer satisfaction (from sellers to buyers market in 2008)

Some key challenges

FROM A MARKETING PERSPECTIVE

•V112-3.0 MW already released for marketing in 2009

•No suitable digital platform for execution

•Many and very differentiated external stakeholders

•Multiple internal stakeholders

•New value proposition to be communicated

Campaigning through World of Wind

CONTENT CONTROL

•Mapping of key stakeholders and key interests (existing resources mapped)

•Creation of targeted messaging based on our value proposition

•Multiple channel approach to ensure awareness

Cross channel approach

PLATFORM DEVELOPMENT

•Development of a modular video library where campaign strings could be created quickly and with customization options

•42 videos with subtitles in 8 languages (easy to use backend wizards for easy local usage) structured around the new value drivers

•Customized sites were created across stakeholders, value drivers, regions and more

•eDMs were sent to selected customers on behalf of our sales force directing them to WoW

•Full transparency on performance by tracking across sites

WE ATTRACT THE STAKEHOLDER THROUGH TARGETED 1:1 CAMPAIGNS

THE MESSAGE RECEIVER LOG ON TO THE V112 CAMPAIGN LANDING PAGE ...

1 2

34 WHERE HE IS PRESENTED WITH THE MESSAGES (AND CALL TO ACTIONS) WE BELIEVE ARE MOST IMPORTANT TO HIM

5

NEXT HE CAN ’DRILL DOWN’ INTO THE INFORMATION HE FIND RELEVANT

BUSINESS CASE

CERTAINTY

VESTAS V112 TESTING

THE MESSAGE RECEIVER CAN SHOW AN INTEREST TO LEARN MORE ...

I would like to participate in ...

Please contact me

AND HE CAN INVITE COLLEAGUES TO PARTICIPATE ...

”DO YOU HAVE COLLEAGUES WHO WILL BE INTERESTED TO

LEARN MORE” ?

”ENTER CONTACT INFORMATION AND SEND INVITATION”

WELLCOME

PUBLIC AD AND/OR DM MAIL (OR 3. CHANNEL)

Example of user journeySimple version

The campaign results

• World of Wind as call to action – initiatives included online and offline media, outdoor, customer events, fairs, direct mails, and electronic direct mails

• Targeted campaigns – more than 700 individuals reached with customized messages (72 customized campaigns created)

• High awareness – almost 20 mio. media impressions, 0.14% average click through rate

• Digital results – 75,000 unique visits, plus 7 min average time on site, 58% of targeted individuals visited the site

• Harvard Business Case – the project became a Harvard Business Case as a case for new marketing thinking in the renewable energy industry

• And more importantly - V112 sales reached 1 GW firm and unconditional orders October 2011 and 3 GW in September 2012

In brief

Further development of WoW

• Adding of content – WoW to include informationabout products, expertise and partnering

• Change of structure/navigation – from linear approach to predefined or explorative journeys

• Presentation tool – from pure marketing tool to presentation and marketing tool

• More than video – new features added to include interactive tours, presentations, documents, links, and more

From V112 specific to Vestas specific

The next stepIntroducing Energy Transparency

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What we have learned so far

• Smaller steps – plan, develop, execute, learn

• Content first – get the content right (digital content marketing strategy in place in 2012)

• Think modular, yet customized– find the right split between standardization and customization. Adding options means adding of complexity

• Clear CTA on everything – know what you want to accomplish

• Measure everything – marketing is not known for strong business cases

Thank you for your attention.

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