Understanding the digital ecosystem

The internet is a digital ecosystem. Organizations or artists and fans are all digitally connected and influence each other continuously.
All stakeholders are interconnected via internal and external networks and systems.

By creating awareness within the organization and understanding the context of information in networks and systems an optimum relationship with fans can be realized.

Transcript

1. The School of House Without #DATA you will not survive Understanding the digital ecosystem as a business ecosystem
2. (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
3. Understanding the business and the ecosystem (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
4. (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
5. (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
6. (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
7. The internet is a digital ecosystem. Organizations or artists and fans are all digitally connected and influence each other continuously. All stakeholders are interconnected via internal and external networks and systems. By creating awareness within the organization and understanding the context of information in networks and systems an optimum relationship with fans can be realized. Vision (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
8. Organization Interfaces Own digital ecosystem Overall digital ecosystem Infrastructure Front end Back end Fan Email Membership e-Services Point of Sale Social Website/App Demographics Call Center Fan Email Membership e-Services Point of Sale Social Website/App Demographic s Call Center Artist or Event (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com MACRO MESO MICRO
9. Organize all fan information, make it accessible and useful to learn the organization how to achieve their business goals and accelerate their objectives. Mission (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
10. Data Vision Business (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
11. Artists and festivals build better and stronger fan relations and offer real value to fans by creating awareness and making better use of the context of data. Believe (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
12. Data Warehouse Data Integration/Connection Data Mining Reports Dashboards Analysis Processes Process Context Present Transform Store Collect (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
13. Integrate all internal data sources and enriches it with external data sources. The data is centralized within a virtual warehouse. Furthermore the data can be validated against a consumer database. The data mining process will be completed. An interactive and easy to use business intelligence environment provides the organization useful insights they need to take concrete action in relation to their goals and objectives. Process (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
14. Data Integration / Centralization Consumer Base Admin Marketing Database Customer base Matching, Validation and Enriching Offline - attributes • Name, Address, City • Telephone • Age • Gender • Moved / Diseased • Socio-demographical attributes • Lifestyle, behavior, interests • Credit information • Family situation Consumer Database Profile generation Profile enrichment Mailinglist Customer base Sales transactions Subscribers (example FB Apps) Marketing Data Website registrations Customer Data Sales Data Customer service incidents Service Data Sociale Networks Partner environment Centralization, Enrichment, Profiling and Segmentation Enrich with third party data ‘All’ Data Segmentation Virtual Warehouse FANALISTS Data & Intelligence Validated / Enriched Vision & Strategy Activation & Acceleration Reports Analyses Dashboards Processes • Warehousing • Data Mining Contextual Data Virtual Framework Process (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
15. Providing the right information for communication, marketing and sales departments the framework to achieve their goals and objectives. Generating meaningful contextual insights for the organization so it can be more successful in it’s communication, marketing and sales processes. Teaching the organization how they can validate, enrich and use the right contextual information to put into successful action for communication, marketing and sales to accelerate objectives and revenue streams. What you do (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
16. Context Teach Action Framework (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
17. 1. Baseline assessment following these questions; ‣ Which data sources does the organization already have (internal and external)? ‣ Which departments are involved? ‣ What are the goals and objectives (MarCom, Sales, security, risk)? ‣ Does the organization already have a (partially) data driven strategy? 2. Mapping of the total data ecosystem; ‣ Types of data sources ‣ Connection between data sources and virtual warehouse ‣ Connection between data of structured sources and unstructured sources 3. Determine the current ‘state’ of the data (validation and enrichment) 4. Calibrate the vision towards the business goals and objectives (MarCom, Sales, security, risk) 5. Define vision & strategy to achieve goals and objectives (MarCom, Sales, security, risk) 6. Define business acceleration and actions to achieve goals and objectives (MarCom, Sales, security, risk) 7. After determination of total vision, strategy, acceleration plan phase 2 starts —> implementation Approach (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
18. 1. Assessment - current situation ‣ First dashboards with data ‣ Plan of approach (vision and strategy) ‣ Business acceleration strategy 2. Pilot - leading to the ideal situation ‣ Proof of concept of selected business acceleration areas ๏ Low hanging fruit based on acquisition, (re)activation, retention, referral and revenue 3. Roll out ‣ Broad implementation towards other business processes (total data driven strategy) ‣ Ongoing refinement of business acceleration on the above mentioned (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com Roadmap
19. (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com SEPTEMBER Q1 - 2017 NETWERKEN, FUNCTIE & INZET BUSINESS- & WAARDE-MODELLEN KPI’S & BENCHMARKING BELEID: ORGANISATIE & ICT BUDGET STRATEGIE CONFIGURATIE DATA-KOPPELING, ACQUISITIE & OPSLAG RAPPORTAGE: INZICHT & STURING ICT-SYSTEMEN / PARTNERS VERVANGING & MIGRATIE UITBREIDING & DATA-ACQUISITIE ORGANISATIE & UITVOERING 2-WEKELIJKSE SESSIES & MAANDELIJKSE SESSIES OSR: ONLINE SALES RAPPORTAGE OPR: ONLINE PRESTATIE RAPPORTAGE MEP: MARKETING EFFICIENCY PERFORMANCE UITBREIDINGEN EN VERFIJNINGEN AANGESTUURD DOOR STUURGROEP BEP : BRAND EQUITY PERFORMANCE SSO & MIGRATIE TRAJECT + REALISATIE NIEUWE INTERFACES + NIEUWE ITERATIES 2 2 1 2 RELEASES, STORY TELLING EN CAMPAGNES 3 INVENTARISATIE DATA OPSCHONING DATA MAPPING & MIGRATIE INTEGRATIE, SITES, SHOP & CMS/DAM/CRM CHECK HUIDIGE ROUTE STRATEGIE & ADVIES FASE 2 1 2 JULI AUGUSTUS Q4 - 2016 Q2 - 2017 RAPPORTAGE & CENTRALISATIE OPTIMALISATIE BRAND REPUTATION PERFORMANCE BRP: Structured Fase in afronding Managed Fase Optimized Fase 1 1 2
20. (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com Business Acceleration Framework # Goal Purpose Main KPI - primarily Measured by Sub KPI's - supporting Measured by 1 Brand Equity Chart potential Business Value of Fan Base Fan profiles + Term of completeness 1a #Profiles / connections Business Value - allocated 1b #Characteristics Business Value - non-allocated 1c #Customer Income options (now only ticketing) 2 Brand Reputation Connect with and reach to (target) audience Reach (wideness and depth) 2a Reach - acquisition 2b Reach - activation 2c Reach - retention 2d Reach - revenue 2e Reach - referral Quality of Reach 2f Engagement (IPM) Benchmarking 2g Ranking / Benchmarking 3 Marketing Efficiency Return On (Marketing) Investment / Engagement Cost of Sales and ROI on AARRR 3a #A, A, R, R, R / Cost 4 Business Accelaration Increase revenue from exisiting business models Total Revenue (per revenue stream) 4a ARPU ARPU (Average Revenue Per User) 4b #Customers 4c #Retention 4d Customer Lifetime Value 5 Business Activation Increase revenue from additional business models Total Revenue (per revenue stream) 5a ARPU ARPU (Average Revenue Per User) 5b #Customers 5c #Retention 5d Customer Lifetime Value
21. Company Value Strategic & Business Acceleration Development Time Effort Assessment Pilot Roll out (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
22. Cases Events organization - generated more sales with ticketing campaign targeted to fans which were already in several databases for the last 15 years. Radio station - created new revenue stream by combining data of streaming servers with e-commerce data and other relevant internal sources. DJ - improved conversation ratio’s by using contextual data and providing the right content at the right moment targeted to the right audience. and more … (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
23. Company Value • Efficiency • Gained control • New reality and more … (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
24. Lessons • Context • No ICT • Mindset (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
25. The music industry is a tech business (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
26. without proper intelligence your organization will die …… (c) 2016 DDMCA | All rights reserved | contact: denis.doeland@ddmca.com
27. Denis Doeland DDMCA / Fanalists / Rankingz and more … Phone +31 6 13520250 Email denis.doeland@ddmca.com