Presented By

Date

“ONE” - Business Transformation @ Elsevier

Fabian Kersten

25 September 2015

• Where are we today?

• Where do we need to be tomorrow?

• The steps to take.

• Questions?

How does Elsevier present itself to Nicole today?

Who leads the conversation?

Source: http://www.rajivnarula.com/blog/wp-content/uploads/2013/02/blindmen.jpg

The Elephant and the Six Blind Menby John Godfrey Saxe (1816-1887).

| 6

Customer objectives

1.Move towards customer focus

a.Develop a cross touch point consistent and integrated customer experience

b.Increase retention, and maximize customer value and engagement by following the path of an integrated contact strategy

c.Offer relevant & personalized content, product & services based on insights coming from static and/or behavioral data

2.Leverage technology and data to strengthen customer relationships, support inflow of quality content, reduce service costs and, increase commercial opportunities

3.Structure our activities and organization in the most effective way to share investment and to deliver and capture value from our customers

B2C / B2B

Product catalogue

Customer Insights

B2C / B2BB2C / B2B

Customer Engagement

eCommerce and eService

B2C / B2B B2C / B2B

Sales enablement

ONE Marketing profile

Capri/ Deep/ CMDB2016-2018

CRM Siebel &

Salesforce

ONE product catalogue

Semarchy 2015

ONE Elsevier eCommerce Magento 2015-

2016En

able

rs:

eB

usi

nes

s ro

adm

ap

ONE MAPAdobe Campaign

2014-2017

End to end reporting and Web AnalyticsOBIEE Adobe Analytics

Vision of “ONE”: Elsevier Customer in 2017

7

1 2 3 4 5ONE User.ONE Campaign

ONE Campaign.Many Languages

ONE Touch.Inline with Preferences

ONE Message.ALL platforms

ONE Guardian.of the Send

* Source: Sirius Decisions – Motorola

The rule of ONE* to guide us in the change process

ONE MAP

Data & Analytics

Marketing Programs

MarketingOrganization

All elements within the ‘puzzle’ should enable our organization to optimize customer experience and engage, sell to and serve customers across all touch points.

ONE MAP | Just a piece of the puzzle

ONE MAP

Data & Analytics

Marketing Programs

MarketingOrganization

ONE MAP

• Focus on operational excellence• Execute ONE MAP strategy further• Implement enterprise business rules • Create the right interfaces (CMS, Site

catalyst, CMDM, CRM, RAP)

ONE MAP | Where do we need to be tomorrow?

ONE MAP

Data & Analytics

Marketing Programs

MarketingOrganization

Data and Analytics

• One marketing Data warehouse. • Improve segmentation (Customer Lifetime

Value and propensity to buy, churn risk, usage).

• Continuous analysis of our customer base. • Improve measurement of the marketing

effectiveness and efficiency.

Customer analytics | Where do we need to be tomorrow?

ONE MAP

Data & Analytics

Marketing Programs

MarketingOrganization

Marketing Programs• Focus on optimization of the interactions

across the lifecycle with the aim to manage the profitability of each individual customer over the entire life of the relationship

• Contribution to the pipeline formalized• Triggered programs and campaigns

Marketing Programs| Where do we need to be tomorrow?

ONE MAP

Data & Analytics

Marketing

Programs

MarketingOrganization

Marketing Organization• Customer Governance needs ‘anchoring’ in the

organization.• Core functions needed with the empowerment to

implement solutions to the customer’s benefit• Campaign manager with full digital mix and

content responsibility• More simple, consistent and ‘tech savvy’

organization.

Marketing Organization| Where do we need to be tomorrow?

ONE MAP| A summary

Dream big, start small. Adapt the organization.

En

ab

lers

Sta

ge

s in cu

stom

er m

arke

ting

Org

an

izatio

na

l ch

an

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s

2014Focus on ONE MAP completion

2015 onwardsOrganizational shift: towards customer value management

How to get started | first crawl, then walk, then run

Traditional marketing• Enable business users to create content, manage campaigns within

strict branding guidelines and basic contact rules.• Automate e-mail communication.

Demand generation• Basic Customer segmentation• Enterprise business rules around contact pressure and campaign

priority.

Integrated Pipeline• Marketing programs structured around the customer lifecycle.• Strategic and Tactical segmentation (on CLV and propensity to buy,

churn risk, usage)• Marketing’s contribution to pipeline formalized

Revenue performance management• Improve business results through continuous analysis and

optimization of sales and marketing resources.Cross touch point integration• Customer behaviour and data, feed and trigger activities and

programs and campaigns in all channels

ONE MAP

ONE Marketing Database

ONE MAP build.

Governance set-

up between central

team and BU’s.

Switch of agreed tasks to central

responsibility

New central - decentral structure created to drive change

Focus on efficiency improvement.

Improvements Data and Analytics

CMS ->

ONE Elephant and the Six Seeing Men

APPENDIX

|

What ‘s Happening Now?

• 67% of the buyer’s journey is now online ; Buyers are seeking and finding more information on their own—they’re in control; this is creating a mandate for optimized online experience and information.

• Power of Inbound: Today 58% of all leads come from the web increasing to 71% by 2015..

• Marketing is taking the first sales call; B-to-B buyers are engaging with sellers later in the buying process forcing marketing and sellers to adjust their roles.

• Timely and Relevant information is key; There is an information abundance and we have to be heard through the noise

• Across all channels and devices customers need to be engaged, sell to and served.

• Mobile is no longer an option but a must have, for customers and sales agents

• Deep customer insight, break the silos: Increasing pressure to “understand customers’ deep needs, viewing interactions from the customer’s perspective, and socializing customer insights”.

• Change is coming faster and faster and we must be able to adopt faster and faster. Agility is a must