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Schibsted in a Multichannel context Daniel Wentz, Schibsted Strategy & Business Development Schibsted Media Group, May 2012
Schibsted currently employs some 7.200 FTE´s in 29 countries
CEO Rolv Erik Ryssdal
Sweden Raoul Grynthal
Norway Didrik Munck
SCM Terje Seljeseth
Interna?onal Sverre Munch
Corporate HQ Legal, HR, M&A, KF, Strategy
Shaping the Media of tomorrow, today
A"onbladet SvD TvM:
Lendo, Prisjakt, TV.nu, Klart.se, Kundkra?, Webtraffic, HiDa.se, LetsDeal, Mobilio,
Elpriser, Etc.
VG A"enposten St. A"enblad
BT, FvN Finn.no Vekst
Blocket in X countries
Infojobs in Y countries
20min FR & ES EesK Media AnunKs Etc.
Daniel Wentz
Dynamic strategy during 90’s prepared the group for online migration
Daniel Wentz
in Q1 2012 (2011)
Online 37% (35%)
Offline 63% (65%)
As FY 2011 figures shows, Schibsteds digitalisation is well under way...
In 2011, digital acKviKes accounted for 55% of group EBITDA
offline
SCM international focus and growth history, both organic and M&A driven
Already strong position, aiming for global lead!
Active portfolio and pipeline management to get there
Since 1995, Schibsted has actively reallocated resources to digital
Digital shi" for media companies has channel conflicts at it’s core.
Informa9on wants to be
free
Classifieds are made for internet and internet is
made for classifieds
We increase investment! Organizational digital readiness is key!
Autumn 2011; AEonbladet goes Digital First
Reactions where massive!
Ensuring digital readiness is a painful process – but we need to stay on target!
We drive the development across our portfolio, also digital-only brands
During March 2012, TV.nu visits from Mobile devices consOtuted 70% of total visits, up
from 42% during March 2011
So far the strategy is paying off, while Print is 50/50 – Digital lead is increasing
Q1 2012 Q1 2011
§ Schibsted grows on a overall declining market “SE internet”
§ Mainly Mobile engagement driving Schibsted growth
MTG & Bonnier: En?re site lists; TV3, TV6, TV4, Expressen, DI, etc.
Schibsted 28%
Bonnier 11%
SVT/SR 3%
24MediaNetwork
3% Stampen
3% Aller 0%
Eniro 3%
Hemnet 1%
MTG 2%
Other 46%
Combined Online, Mobile & Tablet visits, KIA index
Schibsted 38%
Bonnier 13% SVT/SR
4% 24MediaNetwork
2%
Stampen 4% Aller
0%
Eniro 3%
Hemnet 2%
MTG 1%
Other 33%
Two ways of managing new channels, both methods works
§ Descrip?on: Dedicate internal resources to drive new channel, clear budget, ownership and targets
§ Example:
Expand internal organisa9on
§ Descrip?on: Brand holds 100% ownership Easy to obtain right culture & people Merger challenge down the road
§ Example:
Create separate company
The urgency to keep moving increases as the world becomes even more complex Example of drivers Implica9ons
§ PlaUorm shiV entails enforced shiV in consumer behavior and poten?ally open space for new entrants
§ Increase in personalized and loca?on based services § Pole-‐posi?on example: Facebook, Apple
Mobile internet reaches 80-‐90% penetraKon
§ Increased importance of speed and branding/packaging as signal of value
§ ShiV in consumer expecta?ons and demand § Pole-‐posi?on example: Amazon, Apple, Rocket Internet
Accelerated internaKonalisaKon and
fragmentaKon
Less clear boundaries between devices and
channels
§ Increased emphasis on use-‐case and screen size § TV-‐set (big-‐screen) experience will influence consumers § Pole-‐posi?on example: Apple, Google, Amazon Kindle
Multichannel, in Schibsteds perspective, lies very close to corporate strategy
§ How do you reallocate resources; Do you put your money where your strategy is?
§ Do you draw your map inside out or outside in as consumer behaviour converge?
§ Sebng up a online store and op?mizing cost-‐of-‐sales is not a mul?channel strategy (more OE), how to adapt to manage consumers digital expecta?ons? (SONY vs. APPLE)
§ Almost regardless of industry you are in, scary 4 (Apple, Google, Facebook, Amazon) are both inspira?onal and threatening; what is your Google strategy?
Ensure you serve the customer in all channels, or someone else will...