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Digitalisatie in Media.
Disruptie of Opportuniteit?
Luc Verbist
Former CIO De Persgroep
7 April 2016

2014
Organische groei
Overnames
(Nederland)
De Persgroep

Omzet: 1.650 Mio €
70% Buiten België
EBITDA: 215 Mio €
FTE: 6.000
HQ : Brussel
IT : Gecentraliseerd in Brussel
De Persgroep

What is technology based disruption?

 Business modellen wijzigden gestaag.
 Nieuwe technologie ligt aan de basis
van erg disruptieve wijzigingen.
 Muziek
 Foto
 Media
 Taxi
 Banken
 Verzekeringen
… elke industrie zal geïmpacteerd worden.

 Recente voorbeeld van disruptie : 3D printing.

How to recognise a
disruptive technology break through?

E-ink in the late 90 ties
Predictions :
- Will replace paper
- Will replace newspapers
and magazines
Reality :
- No break through in newspapers
- No full colour displays
- To expensive
- No foldable large screens (yet)
 Seriously overestimated business potential

Characteristics of Disruptive technology
 Lower cost than existing technology
 Lower quality than existing technology (at first)
 Lower margins per unit than existing technology
If all conditions are met at the same time
Greater market opportunity
Recommended reading :
“The Innovator's Dilemma” by C.M. Christensen
“Leading Digital” by G. Westerman, D. Bonnet, A. McAfee

Pitfalls.
 Timing is of the essence
 Fear for canibalisation
 Risk avoidance behaviour
 Leaving comfort zone
 No understanding of new technology by senior mngt
 Too focussed on existing markets and products
 Short term thinking
 Technology can be around for some time but not
all conditions are met

Business model under pressure
Circulation

Business model under pressure
But where to?

Business Strategy
The innovator's dilemma: harvest existing while looking for new model
Existing : still accountable for 90% of income and profit
 Foster existing business
 Creating economy of scale
 Strive for operational excellence in existing business
New :
 Invest in new Digital products
 Experiment with new business models
 Customer centric approach based on Big Data

Business Strategy
 Strive for operational excellence in existing business
 Optimize processes (e.g. churn prediction models)
 Standardize processes throughout entire organization
 Reduce manpower wherever possible
 Increase quality of service towards customers without losing profitability

Business Strategy
 Invest in new Digital products
 News apps and websites per brand (VK redesign, AD redesign)
 New products (Paper.nl, Wekker app, …)
 Content recommendation based products

 Different pricing points
 New advertising models (targeted advertising)
 Paid for content
 Hard paywalls
 Metered paywalls
 Pay per article
Business Strategy

Unregistered
User
Registered
User
Single
copy
buyer
Subscriber
Member
Value or ARPU
(average revenu
Per user)
Customer journey’s
Business Strategy

Opportunities : Big Data collection & exploring
Readers Marketing:
 Readers recruitment
 Upsell and cross-Sales
 Conservation
 Reduce churn
Advertising use:
 More targetted campaigns
 Personalize ads
 Multi channel campaings
 Example : Krux
Business Strategy

 Personalize and adapt content during day and depending on type of device
 Example : Topics.be
Business Strategy

Gebruik van big data
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
2013|30
2013|33
2013|36
2013|39
2013|42
2013|45
2013|48
2013|51
2014|01
2014|04
2014|07
2014|10
2014|13
2014|16
2014|19
2014|22
2014|25
2014|28
2014|31
2014|34
2014|37
2014|40
2014|43
2014|46
2014|49
2014|52
Pageviews per week

News and Classified websites
 HLN.be
 DeMorgen.be
 Nina.be
 Goedgevoel.be
 Volkskrant.nl
 AlgemeenDagblad.nl
 Trouw.nl
 Parool.nl
 Vacature.com
 Gouden Spelen.be
 Regiojobs.be
 Tweakers.nl
 Autotrack.nl
 Carsom.nl
 VNU Media.nl
 Intermediair.nl
 Nationale Vacaturebank.nl
Turnover
55 Mio €
Ebitda
7,2 Mio €
Reach : + 7 Mio unique visitors/day

Newswebsites
 Premium Content Websites
 Tijd, NYT, WSJ, FT, …
 Paywall (metered)
 Subscription model
 Advertising model
 Popular Content Websites
 HLN, Nu, NOS, Deredactie, …
 Pure Advertising model
 No paywall yet
 No subscription model yet
Business model
established &
mature

Tablet Subscribers
 HLN.be
 DeMorgen.be
 Volkskrant.nl
 AlgemeenDagblad.nl
 Trouw.nl
 Parool.nl
Older generation still fancies print
No good offer yet for reading paper on tablet
iPad only: 18.000 per day
iPad total: 250.000 per day
Print : 1.000.000 per day

Challenge
 Existing business
 Operational excellence
 Preserve margin and income
 Manage decline
 Processes are being tuned
 a lot of IT work to be done
 New business
 Lot of experimenting
 Low margins and low turnover (certainly at the start)
 Hyper volatile market
 Product IS software
 a lot of IT work to be done
AA lot more
ICT resources
required

Hoe zal de ICT organisatie wijzigen?

Creative company of the future
 1/3 creatives
 1/3 commercial and marketing
 1/x ICT staff (where x is less than 10)
Shocking conclusion for a traditional print company
ICT evolves from a supporting service
to the core product of the company
Most boardmembers have no understanding of ICT

Digitalisatie in Media.
Disruptie of Opportuniteit?
Beide

Q&A
Luc Verbist
Former CIO De Persgroep
Luc.Verbist@hotmail.com

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