2. Some examples of current or past challenges that you have had
in your marketing campaigning
(preferably b-t-b)?
3. Agenda
1. Introduction to Vestas and the wind industry
2. Building a digital campaign platform
3. From World of Wind to Energy Transparency
4. Learnings so far
4. The world leader in wind energy
Vestas is the world largest manufacturer of wind
1 turbines with more than 30 years of experience with
wind energy
We employ more than 19,000 people worldwide
19,000 from app. 85 nationalities
We monitor 22,000 turbines, or 38,000 MW, day
22,000 and night and the data is used for efficient service
planning and pre-emptive maintenance
We have installed more than 46,000 turbines in 69
46,000 countries worldwide spanning six continents
We have an installed base of 50 GW, 67% higher
50 GW than our closest competitor* which is enough clean
wind energy for 19 million European homes
4
*Source: BTM Consult, 2012
5. Characteristics of the wind industry
• Large investments – sales cycles up to several years, the “product” is plus 20 years of cash flow
• Multiple stakeholders – customers are mainly large utilities or developers, but multiple other stakeholders
(politicians, advisors, financiers, and more)
• Rapid growth market – from double digit growth rates (2005 – 2010) to single digit (2010 - 2012)
• Increased competition – large conglomerates (Siemens and GE) and low price, aggressive Chinese
competitors (Goldwind, Sinovel etc.)
• High focus area – sustainability is a high interest area with wind being the most mature renewable energy
source
6. Launching the new V112-3.0 MW
Some key challenges
FROM A VESTAS PERSPECTRIVE FROM A MARKETING PERSPECTIVE
• First new turbine platform since 2003 (V90-3.0 MW) • V112-3.0 MW already released for marketing in
2009
• A new product in a market with heavy focus on
business case certainty • No suitable digital platform for execution
• Loss of market share to power brands • Many and very differentiated external stakeholders
• Low customer satisfaction (from sellers to buyers • Multiple internal stakeholders
market in 2008)
• New value proposition to be communicated
7. Campaigning through World of Wind
Cross channel approach
CONTENT CONTROL PLATFORM DEVELOPMENT
• Mapping of key stakeholders and key interests • Development of a modular video library where
(existing resources mapped) campaign strings could be created quickly and with
customization options
• Creation of targeted messaging based on our value
proposition • 42 videos with subtitles in 8 languages (easy to use
backend wizards for easy local usage) structured
• Multiple channel approach to ensure awareness around the new value drivers
• Customized sites were created across
stakeholders, value drivers, regions and more
• eDMs were sent to selected customers on behalf of
our sales force directing them to WoW
• Full transparency on performance by tracking
across sites
8. Example of user journey
Simple version
1 2
WE ATTRACT THE STAKEHOLDER
WELLCOME
THROUGH TARGETED 1:1 CAMPAIGNS
THE MESSAGE RECEIVER LOG ON TO THE V112
PUBLIC AD AND/OR DM MAIL (OR 3. CHANNEL)
CAMPAIGN LANDING PAGE ...
5 AND HE CAN INVITE
COLLEAGUES TO
4 THE MESSAGE RECEIVER
CAN SHOW AN INTEREST
3 WHERE HE IS PRESENTED
WITH THE MESSAGES (AND
BUSINESS
CASE
PARTICIPATE ... TO LEARN MORE ... CALL TO ACTIONS) WE CERTAINTY
BELIEVE ARE MOST
Please IMPORTANT TO HIM
”DO YOU HAVE COLLEAGUES
WHO WILL BE INTERESTED TO
contact me
LEARN MORE” ? NEXT HE CAN ’DRILL DOWN’
I would like to INTO THE INFORMATION HE
”ENTER CONTACT INFORMATION participate in ... FIND RELEVANT VESTAS V112
AND SEND INVITATION” TESTING
9. The campaign results
In brief
• World of Wind as call to action – initiatives included online and offline media, outdoor, customer
events, fairs, direct mails, and electronic direct mails
• Targeted campaigns – more than 700 individuals reached with customized messages (72 customized
campaigns created)
• High awareness – almost 20 mio. media impressions, 0.14% average click through rate
• Digital results – 75,000 unique visits, plus 7 min average time on site, 58% of targeted individuals visited
the site
• Harvard Business Case – the project became a Harvard Business Case as a case for new marketing
thinking in the renewable energy industry
• And more importantly - V112 sales reached 1 GW firm and unconditional orders October 2011 and 3 GW
in September 2012
10. Further development of WoW
From V112 specific to Vestas specific
• Adding of content – WoW to include information
about products, expertise and partnering
• Change of structure/navigation – from linear
approach to predefined or explorative journeys
• Presentation tool – from pure marketing tool to
presentation and marketing tool
• More than video – new features added to include
interactive tours, presentations, documents, links, and more
12. What we have learned so far
• Smaller steps – plan, develop, execute, learn
• Content first – get the content right (digital content marketing strategy in place in 2012)
• Think modular, yet customized– find the right split between standardization and customization. Adding
options means adding of complexity
• Clear CTA on everything – know what you want to accomplish
• Measure everything – marketing is not known for strong business cases
12
13. Thank you for
your attention.
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