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
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
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
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
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
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