Optimizing the Entire Business How The Boston Globe moved beyond the - - PowerPoint PPT Presentation
Optimizing the Entire Business How The Boston Globe moved beyond the landing page Peter Do Doucette Pam amela Mark arkey VP Consumer Sales & Marketing Senior Director Marketing The Boston Globe MECLABS Optimizing the Transition from
How The Boston Globe moved beyond the landing page
Optimizing the Entire Business
Peter Do Doucette VP Consumer Sales & Marketing The Boston Globe Pam amela Mark arkey Senior Director Marketing MECLABS
Optimizing the Transition from Free to Paid Subscriptions 2012
Discovering and Optimizing a Value Proposition
Peter Do Doucette VP Con Consumer Sales les & Marketin ing The e Bo Boston Glo lobe
Peter Doucette is responsible for all all con
g as aspects of
circulation and and aud audience de development for
both pr print and and dig digital subscribers, consumer strategy, CRM, customer service and customer loyalty. Doucette joined The Boston Globe in 2007 and has served in a number of roles in the circulation department. Prior to his present role, he was Director of Circulation Marketing, where he was an ar architect for
premium-focused ci circulation strategy, a critical component in the fina financial turn urnaround of
he Bos
n Glob lobe in in 20 2009 09. Prior to that, Doucette was Director of Home Delivery and Single Copy Circulation, where he was responsible for gr growing revenue for
he Glob lobe's 's ho home de delivery busi business, maximizing newsstand sales and profitability, and incr increasing cus customer sa satisfaction and and en engagement.
@PMDoucette
Boston is is the top newspaper market
4% 4% 3% 3% 3% 4% 2% 2% 2% 63% 66% 68% 63% 58% 57% 49% 46% 41% 30% 26% 21% 24% 26% 25% 17% 14% 17% 14%
77%
74% 74% 72% 69% 67% 58% 54% 51% 49%
Boston New York Chicago Philly D.C. San Fran LA Dallas Atlanta Houston
Read a Dly/Sun ePaper Read a Dly/Sun print newspaper Visited newspaper site Print + Digital newspaper usage
*Among top ten markets based on population 18+Print/ePaper: Dly Cume, Sun Avg Issue Digital: Past 7 days Source: 2013 Scarborough Research Rel 2, Multi-MarketEach week, 77% of adults in the Boston DMA read a Daily/Sunday newspaper or visit a newspaper website – that makes Boston the top newspaper market in the county.*
The Boston Glo lobe (abbreviated) tim imeli line
TWO BRANDS
1872
Boston.com site launched BostonGlobe.com launched
1996 2011
The Boston Globe newspaper founded
BostonGlobe.com audie ience created an
3,909,000
BostonGlobe.com only
5,347,000
Boston.com only
1,376,000
shared
users do not use Boston.com
The Glo lobe subscrib iber trends
2008 2009 2010 2011 2012 2013
The Glo lobe subscrib iber trends
2008 2009 2010 2011 2012 2013
Optim imization beyond the la landin ing page – Beyond marketin ing Reporting Printing Delivery
Live Newsroom Headline Test
OR go to MarketingSherpa.com/LivePoll Police Allege Sex Assault in Walpole Not Reported Did School Run by State Contractor Fail to Report Rape? Text GlobeB to 22-333 Text GlobeA to 22-333
The result lts
Making a case for optimization Creating a sustainable testing framework Going beyond the marketing function Optimizing against the odds
My every intention is to push the kind
investment that will
for major newspapers across the country.
http://www.bostonglobe.com/opinion/2013/10/27/why-bought-globe/QmFHhvRGFajQh1oMcAJ64M/story.html
Dig igit ital l access pric ice testin ing
Prices tested:
Each treatment featured a 99¢ trial offer for four weeks stepping to the full rate noted in the treatments.
Dig igit ital l Access Pric ice Testing: Early result lts
36% increase in digital access subscriptions
The $0.99 price point drove 36% more conversions than the control. Treatment Co Conversio ion Sam Sample les Su Successes Fai ailu lures Co Control
1.65% 17,788 327 17,461 Treatment 1 $0.99 2.18% 18,061 453 17,608 Treatment 2 $1.99 1.95% 17,946 400 17,546 Treatment 3 $2.99 1.80% 17,988 367 17,621 Treatment 4 $4.99 1.47% 18,017 301 17,716
Dig igit ital l Access Pric ice Testing: 52 week k results
62% decrease in digital access revenue
The $0.99 price point drove 62% less conversions than the control. Treatment Conversion Cancel Rate 52 Wee eek Revenue Rev/S /Subscrib iber Rev/V /Vis isit it Co Control
1.84% 57% $45,189.15 $112.13 $2.09 Treatment 1 $0.99 .99 2.51% 41% $17,172.54 $36.46 $0.77 Treatment 2 $1.99 2.23% 51% $26,048.01 $61.73 $1.18 Treatment 3 $2.99 2.04% 56% $31,611.53 $82.54 $1.44 Treatment 4 $4.99 1.67% 60% $39,386.81 $130.42 $1.80
Dig igit ital l access accordion checkout testin ing
Dig igit ital l access accordion checkout testin ing
An accordion checkout was successful for
ASSUMPTION
Dig igit ital l access accordion checkout testin ing
Dig igit ital l access accordion checkout testin ing
35% decrease in digital access revenue
The accordion checkout drove 35% less conversions than the control.
That everything we’ve done has been successful is not reality. Some things did id not meet our exp xpectations.
and we apply to the next
But we le
Making a case for optimization Creating a sustainable testing framework Going beyond the marketing function Optimizing against the odds
Build ildin ing a sustain inable testin ing model
The Boston Glo lobe testin ing scorecard
Experiments
Winning Treatments
Batting Average
Revenue
Sustain inable testing framework requir irements
newspapers delivered per year)
Sustain inabilit ity: Create context xt for your testin ing
A framework to protect your value proposition
Sustain inabilit ity: Create context xt for your testin ing
A framework to protect your value proposition
Sustain inabilit ity: Create context xt for your testin ing
A framework to protect your value proposition
Making a case for optimization Creating a sustainable testing framework Going beyond the marketing function Optimizing against the odds
Goin ing beyond the marketing function
New product la launch overvie iew
Source: Lean Startup, Eric Reiss
Hypothesis/G
Require- ments Build/QA Deploy Test/ Measure/ Learn Iterate
Support A/B options UX/design Support A/B Options
defines goals
hypotheses using data and market research
creates P&L
quality across product and editorial
engagement with Dev in process
A/B options
visibility into Dev queue
take up capacity
review of site
analytics
testing/iterat- ive product design
best
Current State
not widely shared with product and editorial
form/format
prioritize and communicate
prioritize and communicate
for QA
requirements of tagging for launch – Mission critical
and training/process to manage
backlog or resources allocated
Gaps Lean Steps
Minutes
Setting Your Team Up for Testin ing Success
If we roll back editorial close, what could we test?
New product launch: Boston.com
Where were the gaps by y area?
Many gaps already being closed…
(Approximation by area)
Organization Human Technology AREA
Analytical Objective Analytical Process Skills Sponsorship Culture
BGMP
2.6 2.5 2.7 4.0 2.9 2.6 Boston.com 2.5 2.0 2.5 4.0 2.9 2.5 Newsroom 2.0 2.0 2.0 4.0 3.0 3.0 Product 3.0 2.0 3.0 4.0 3.0 2.0 BostonGlobe.com 3.0 3.0 3.3 4.0 3.7 3.0 Newsroom 2.0 2.0 2.0 4.0 3.0 3.0 Product 3.0 3.0 4.0 4.0 4.0 3.0 Circulation 4.0 4.0 4.0 4.0 4.0 3.0
Th The Two-Factor Model: l: Fin indings
Six areas of opportunity emerge: I – Merrimack Valley II – Worcester Area III – Rhode Island IV – Metro North “Patchwork” V – South Shore VI – Suffolk County
35 miles 40 miles
I II III IV V VI
Making a case for optimization Creating a sustainable testing framework Going beyond the marketing function Optimizing against the odds
Optim imizing again inst the odds
and analysis
Technology chall llenges and valid lidit ity threats
decisions without any data
Scorecard: Analytics and
across the [digital]
Category Subcategory Analytics Optimization Product Content Omniture (PVs/Visits/Subs) Paths by content/section/ referrer, etc. Chartbeat only. Opportunity for Visual Revenue. Design Behavioral analytics data to inform design improvements Testing to increase engagement, improve navigation, circulation around site, repeat
understand best treatment to serve up. Price Subscriptions Subs: Ongoing monitoring of effective price Price test for Digital Access found profit maximizing price was $3.99/wk. Still evaluating long term effect. Price elasticity curve drawn out. Advertising Analysis beginning to understand pipeline, rate card, etc. Indirect advertising optimization newly underway.
Scorecard: Analytics and
across the [digital]
Category Subcategory Analytics Optimization Promotion Paid Search TBC TBC Email Segmented emails sent based on history with BG. Nurture strategy to help with retention.
Social (FB, TV, etc) Some analytics None Site (Growler, Article Stub, Full page login) In-depth segmentation of audience Robust test plan to optimize by marketing asset type. (Future goal: customized marketing based on customer attributes – see Strategic Test Plan) Article Summary (BCOM) Monthly analysis (scorecard) of the dual goals of driving PVs on BCOM and subs on BG Testing planned for later in 2014 BG Well (BCOM) Ad hoc analysis of impact on driving subs. None planned. May be in Visual Revenue for content optimization. Need BG in VR for full effect.
Scorecard: Analytics and
across the [digital]
Category Subcategory Analytics Optimization Promotion (B2B) Salesforce Place (Channel) Device Computer Mobile Tablet Evaluation of conversion funnel and behaviors across devices Current: segmentation of testing results by device. Ideal future stat: promotion of different products (BG site vs. app vs. Ind. HD) once device is identified. Referer type (+ Device) Search Social Direct Other Websites Newsletters Email referral Evaluation of conversion funnel and behaviors across referrer types None present. Ideal future state: Behaviorally target users based on entry source (and device).
Making a case for optimization Creating a sustainable testing framework Going beyond the marketing function Optimizing against the odds
Police Allege Sex Assault in Walpole Not Reported Did School Run by State Contractor Fail to Report Rape? GlobeB GlobeA
How The Boston Globe moved beyond the landing page
Optimizing the Entire Business
Peter Do Doucette VP Consumer Sales & Marketing The Boston Globe Pam amela Mark arkey Senior Director Marketing MECLABS