Thompson Web Strategy
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This document outlines a web strategy and brand consolidation plan for a publishing company. The key objectives are to develop an online customer experience across marketing and product sites, maximize profitable online customer acquisition and retention, and expand brands through thought leadership online. It recommends consolidating multiple brands and sites under 8 main brands to improve SEO, marketing efficiency and the customer experience. The strategy involves redesigning sites and products, enhancing the member experience, developing social/community features, and defining new product delivery. It provides examples of how to structure brands both horizontally by topic and vertically by market served to create comprehensive compliance solutions for customers.
Thompson Web Strategy
- 1. 1 Web Strategy & Brand Consolidation
- 2. 2 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.
- 3. 3 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
- 4. 4 Marketing Site(s) ecommerce CRM Product Delivery CM E City BioW orld Sheshunoff One Platform: Multiple Branded Entry Points AHC ASPratt Thompson
- 5. 5 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) Login/Pay Customers Prospects
- 6. 6 Four Main Areas of Consideration 1. Web strategy 2. Brand strategy & customer experience 3. Business case & high level benefits 4. Technical options
- 7. 7 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
- 8. 8 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
- 9. 9 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
- 10. 10 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 architecturev Redesign outdated web sites & fix URL architecture
- 11. 11 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
- 12. 12 The Core 8 Brands ASMI PI CME City AHC BioWorld AS Pratt Sheshunoff Thompson Thompson Publishing Group
- 13. 13 Thompson (horizontal/vertical breakout example) Energy Environment Legal Healthcare FDA Grants Government HR Thompson= Compliance
- 14. 14 Brand/Product Integration Structure (TPG Example)
- 16. 16 Product/Brand Integration Structure (SIS example)
- 17. 17 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 Grants Manager (Local Gov) HR Manager (Local Gov) A A A A A A A A A A A A A A A A A A A A A
- 18. 18 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 TIME A FMLA
- 19. 19 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
- 20. 20 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
- 21. 21 Level 1: Corporate Site
- 22. 22 Level 1: SIS
- 23. 23 Level 1: AHC
- 24. 24 Level 2: Primary Content Area
- 25. 25 Level 3: Secondary Content Area
- 26. 26 Level 4: Online Product Pages
- 27. 27 Member Area
- 28. 28 Branding Strategy • Define and Grow our brands in specific markets • Understand and eliminate (by finding opportunities) on brand overlap
- 29. 29 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.
- 30. 30 Our Brands and Markets Served Thompson Compliance Solutions for Professionals in HR, Grants, Education, FDA AHC News and Expert Analysis for Healthcare Professionals Sheshunoff Information and Insights for Financial Services Professionals BioWorld Timely news and insights for Biotech Professionals AS Pratt Analysis and Guidance for Banking Law CME City Comprehensive Continuing Medical Education Resource
- 31. 31 Brand Mapping - Limited Overlap Today Thompson AHC/BioWorldSheshunoff/AS Pratt HR Healthcare, FDA Legal
- 32. 32 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
- 33. 33 Next Steps • Business Case • Technical Requirements
- 34. 34 Appendix
- 35. 35 Appendix A: Core Brands ASMI PI CME City AHC BioWorld AS Pratt Sheshunoff Thompson Thompson Publishing Group
- 37. 37 AHC Media Hospital Quality & Outcomes Alternative Therapies Outpatient & Women’s Health Patient Management Hospital Compliance Clinical Alerts Infection Control Emergency Medicine AHC= Healthcare
- 39. 39 CME City TestWeb FreeCME CMEweb CME City= CME for Healthcare
- 42. 42 The Performance Institute (gov perf mgmt) Environment HR Management Leadership/ Indv Perf Social Serv/ Nonprofit Law Enforcement Process Improv Project Management Financial Management Performance Management The Performance Institute
- 43. 43 ASMI (private sector performance mgmt) Project Mgmt Process Improvement Marketing HR Mgmt Financial Mgmt Performance Mgmt ASMI