Upload
truongphuc
View
216
Download
2
Embed Size (px)
Citation preview
1
Holistic approach toDigital Transformation
29th NOVEMBER 2017
Eye for Travel, Amsterdam
2
1.
COMMUNICATE
VISION
2.
ESTABLISH
FOUNDATIONS
3.
EXECUTE &
OPTIMISE
3
1
SET THE VISION
4
Link
VISIONKNOW THE CUSTOMER
5
6
VISIONPUT IT IN CONTEXT
7
VISIONDEFINE THE PURPOSE
Vision
Purpose
The vision of the CTO group is to improve sales of Contiki trips through digital innovation
Responsibilities
• Drive strategic technology decisions that align with business imperatives• Ensure technology decisions generate the highest level of business value• Maintain a high level of understanding of emerging and potentially disruptive technologies• Leverage technology to enable the business to maintain, or increase, market position and
leadership
• Translate business strategy into technology strategy• Develop and maintain technology direction• Manage and develop IT-business relationship• Drive smarter technology investments for Contiki• Create a culture of innovation that synchronises with business requirements• Identify advanced technologies that are threats to, or opportunities for Contiki
8
VISION SELECT FOCUS AREAS
FOCUS
• Overhaul B2B platform
• Extend B2C platform
• Automate
• Leverage data
• Personalise
Working backwards from current state Identifying areas of opportunity
ü Engagement ü Efficiencyü Conversion
9
VISION DEVELOP A HIGH LEVEL ROADMAP
Nov
Stabilise&ImproveDefine Transform&InnovatePhase
Platform stabilisedNew structure and processes
rolled out
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Operating Model Defined
OperatingModel
• Strategy • Ways of working• Responsibilities• Functional architecture• Team structure• Tech landscape• Key partnerships• Communication
PlatformStabilisation
ProcessImprovement
• Defect resolution• Ticketing• Communication• Content updates
TransformationPhase2
TransformationPhase1
• Large, significant initiatives
• Large, significant initiatives
• On-going innovation cycles
1 2 3
10
2
ESTABLISH FOUNDATIONS
11
FOUNDATIONSBUILD RELATIONSHIPS
3.PerformanceMarketing
7.Infrastructure
8.GlobalContikiTeamandRegions
2.Governance
9.GroupIT
10.Partners
1.Digital&TechnologyStrategy
8a.Sales
8c.Operations
8b.Marketing
8d.Custmrservice
8e.ContactCentres
4.E-commerce
5.DigitalTechnology
6.OperationsTechnology
8f.Finance
1b.Roadmap 1c.Performance 1d.Innovation 1e.Relationships1a.Vision&Strategy
2b.Process 2c.ContinousImprovement2a.People&Culture
3b.SEO 3c.Affiliates3a.PaidSearch
2b.Email 2c.ContentManagement4a.Merchandising
5b.Design 5c.Development 5d.QA/Testing 5e.Support5a.Architecture
7b.Hosting 7c.Support7a.Strategy
10b.PerformanceManagement
10c.Commercialmanagement
10a.RelationshipManagement 10d.SourcingStrategy 10d.Location
approach
9a.Appdev
9c.Infrastructr
9b.Businessanalysis
9d.ProgMgmnt
9f.Productsupport
6b.Deployment 7c.Support6a.Sourcing
12
FOUNDATIONS FIX THE BASICS
13
FOUNDATIONS PRIORITISE…AND THEN PRIORITISE AGAIN
PRIORITISATION CRITERIA
We’ve prioritised all enhancements based on business criticality and technical complexity and are executing on that
1. Revenue/PAX impact i.e. perceived incremental revenue through the
new feature
2. Timing of impact i.e. when will we see the impact of the feature,
short, medium or long term
3. Regional vs global applicabilityi.e. is the feature relevant to some markets only
or will all regions benefit from it
4. Dependencies on 3rd partiesAt times we are dependent on TTC or other
external agencies being ready to deploy
5. Dependency on Rails migrationSome features must be migrated to Sitecore
from Rails by Feb 2018
6. Practicality of implementation
High Priority
Medium Priority
Lower Priority
H
M
L
H1
19
20
17
24 Immediate and highest commercial impact; top of the roadmap
Reasonable and direct commercial impact
Limited commercial impact
High commercial impact; applicable to all regions
Highest PriorityList of 120 enhancem
ents
1 2 3 PRIORITISED LIST
14
FOUNDATIONS FOCUS ON EFFICIENCY
1. Regional representative with endorsement from their MD
2. Global teams –marketing, web dev, performance, e-commerce, email, content, campaigns, ops
3. Wider TTC4. Partners
• Clear description of what’s required
• Business benefit / business case for larger requests
• Applicability –regional or global
• Perceived urgency and rationale
• As needed• Cut off to assess
new requests would be Friday of each week
• Through Zendesk –New Enhancement Request
Preliminary analysis
New enhancement
request
Who What’s required When & How Output
Business prioritisation
Deployment prioritisation
Share updated roadmap
• New request submitted through Zendesk with sufficient information on request and business benefit
• Efficient process detailing activities, responsibilities and with a 1 week (request to roadmap) SLA
• Ability to better manage ever growing list of enhancements for dev team
• Opportunity for regions to provide business rationale/case upfront
• Empowerment to POs to understand requirements and communicate back to regions where relevant
• Ability to overlap deployment considerations on business priorities
15
3
EXECUTE &
OPTIMISE
16
EXECUTEFLESH OUT THE ROADMAP
2016 2017 2018Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Mailman (Email project)
Operating Model, Strategy, Focus, global-regional collaboration
B2C platform Stabilisation
Cocoon (New B2B platform)
Structure & Process Reengineering
B2C High Value Features (20 revenue impacting features incl search, Uniworld, speed)
Athena (E-commerce project)
Personalisation – Define and implement
Define Stabilise & Improve Transform & Innovate
StructuralchangeDevelopmentheavyDigitalheavyCross– platform
Analytics – ongoing improvement to analytics (web, performance, merchandising, operations)
Governance and KPIs
Planning and ongoing Project Management
B2C Platform enhancements
SEO Project
Email A/B HomeP
17
Ongoingstakeholdermanagement,changemanagementandcommunicationsChange&Comms Plan
DetailDesign
EXECUTE BE HOLISTIC
Aug - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Change&Comms
ProjectMgmnt&Governance
HighLevelDesign
Development&QA– Phase1 Development&QA– Phase2
ContentMigration Switch off Rails
Phase 1 Phase 2
Design
Development&QA
ChangeStrategy
Mar Apr May
Stabilisation & Support
Ongoingmanagementofscope,resourcing,commercials,businessbenefits
ContentMigration
The current approach works well from a functionality perspective but the go-live overlaps with peak selling period for Australia. Our option is to combine Phases 1 & 2 for all regions although this would mean supporting Rails for longer.
We are here 2018
Decision on phased rollout
18
EXECUTE LINK PROJECTS WITH VISION
SMARTER PROMOTIONS
Contiki Ecommerce Strategy
INCREASED PERSONALISATION
• We have a significant opportunity to increase conversion and make more money through better ecommerce
• In line with our objectives and current challenges, Project Athena is being launched with a view to
• Improve our conversion rate by X% • Increase Online Direct PAX by Y% • Increase assisted Direct PAX by Z%
• We propose key initiatives over the next 6 months• User testing to lift conversion• Increase revenue from high demand trips• Coherent user experience across channels• Use UGC & reviews to lift conversion• Search algorithm
UGC & REVIEWS UTILISATION
GLOBAL-LOCAL PLATFORM ALIGNMENT
CONSISTENT CONTENT ACROSS CHANNELS
Effe
ctiv
enes
sEf
ficie
ncy
SEAMLESS SEARCH
IMPROVED TESTING
DIGITAL OPERATING MODEL
19
EXECUTE REACH OUTSIDE IMMEDIATE TEAM
• Our Email program is running well and there are additional opportunities to drive data driven email decisions and inefficiency in email build
• We aim to create a unified email strategy for Contiki.• Be business outcome focussed• Drive execution of email strategy for all regions • Collaborate and support key regions to execute on regional
email plan• Share Email leading practice with regions; be seen as a Centre
of Excellence (CoE)
• We have launched Project Mailman to • Increase email effectiveness through better segmentation,
performance measurement and improvement.• Increase email efficiency through automated sends,
improved tools, consistent look and feel.
IMPROVED SEGMENTATION
INCREASED SUBSCIBERS
EMAILPERSONALISATION
IMPROVE INSIGHT
TECHNOLOGY PLATFORMS ALIGNMENT
MARKETING CLOUD UTILISATION
Contiki Email Strategy
DIGITAL OPERATING MODEL
Effe
ctiv
enes
sEf
ficie
ncy
CONSISTENT LOOK AND FEEL
20
EXECUTE DON’T FORGET THE CUSTOMER
High leveldesign
Agentsuser testing
Marketing framework design
Designhandover to developers
SSO Design Round 2 user testing and remainingUI / UX
RESEARCH & HIGH LEVEL DESIGN
GAP ANALYSIS & UX TESTING
DETAILED DESIGN & UX TESTING
FINISHEDFEBRUARY
FINISHEDMAY
UX research & requirementsgathering
Marketing page design & region training
FINISHEDSEPTEMBER
FINISHEDJULY
FINISHEDDECEMBER
21
EXECUTE OVER COMMUNICATE
Monthly• Yammer [weekly] – key
progress and plan for next week (from exec summary)
• GMB [Weekly] – same as Yammer
• Champions [biWeekly –actual call including a demo
• Execs [monthly] –summarised monthly update
• Execs and key team members [early August, October, November] –global call
Sun Mon Tue Wed Thu Fri Sat
01 02 03 04 05 06 07
08 09 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31 01 040302Yammer
Yammer
Yammer
Yammer
ExecsGMB
GMB
GMB
GMB
Champions
Champions
ü
ü
ü
ü
ü ü
ü
ü
22
EXECUTE GOVERNANCE
Project Cocoon will deliver the new agent website in two phases with the first phase going live on 13th November (for UK and US markets) and the second phase in March 2018 (with extended functionality and the rest of markets). Phase 1 is split in 14 x 2 week sprints with work effort across design, technology, content migration and change and comms. The overall status of the project is Green with no significant risks or issues at this stage.
Project Summary
Work-stream Last Week – key activities Next week – planned activities Status Key Issues/Risks/Considerations
Design
• Gap analysis on high level designs complete• User testing with UK, SA, Aus being
undertaken• Global frame asset preparation
• Engage Rhythm for follow up work• User feedback analysis. Component
audit and design.• HTML/CSS Framework
● • No capacity this week due to Easy Pace – using Sam and engaging Rythm
Technology(Architecture, development and QA)
• Architecture training and setting up sitecoreinstance to start dev on local machines
• Focus is on architecture across front end and back end
• Sprint 1 underway
• User feedback analysis. Component audit and design. ● • Initial architectural investigation
uncovering more work (Sitecore8.2); being closely monitored
Content • Commence audit of regional pages that may have to migrated • Regional audit to be continued ● • None
Change, communication and training
• MD comms sent and Yammer update• Regional champions being identified
• Finalise regional champions• User testing feedback to be
communicated ● • None
23
OPTIMISEUSE YOUR TEAM WISELY
Contiki.com
On-goingdefects(10%)Ongoingconsumer+agent
SEOMigrationProject(25%)tillApr2018
Cocoon(50%)tillMay2018
Allotherenhancements(15%)tillMay2018,50%postMay2018
• New product launches • Personalisation • Search improvements• Trip page improvements• A/B testing• New payment solutions• Virtual agents• Map improvements
+ 110 more enhancements
24
OPTIMISE STEP UP CAPABILITY ASAP
Website Area,
e.g. trip page
Business Requirements
(regional/external)
Heatmapping
User Research
DesignA/B TestingTesting,
Monitoring& Feedback
BuildBusiness
Priority, eg. conversion
Improved process Improved process
25
OPTIMISE REMEMBER THE GOAL – AUTOMATION AND PERSONALISATION
Email #1‘You signed up!’
Email #2‘Explore ‘Contiki’
Email #3‘Find your perfect trip’
All users who sign up for the newsletter
Immediately 3 days 5 days
1 2 3
Current action
Future Journey
26
OPTIMISE SEEK FURTHER OPPORTUNITIES
• Opportunities to improve acquisition, upsell and cancellation rates
• A/B testing of email content and promotions
• Integration with MTS, CTQ and Res processes
• Granular segmentation based on multiple criteria e.g. region, travel preferences, loyalty etc.
• Personalised emails leading to improved conversion
IMMEDIATE OPPORTUNITIES
Example journey
27
THANKYOU