Composition centerBusiness value

2

The distributed marketing problem

January 2010 Forrester: “How Technology Supports Distributed Marketing Organizations”

4

The disruptive marketing process

Consumers

Marketing Services

Legal Dept.Campaign

ManagementMarketing Operations

MARKETINGCaseloads are growing rapidly, but staff and funding are not; experienced workers are leaving

PR/Marketing

Marketing Agencies

Poor visibility of marketing asset developmentNo overview of the development process

Slow to communicateLose competitive advantage with currentdistribution mechanisms

No understanding of campaignsNo knowledge of asset usage

Time consuming rights managementAbsence of rights management

Inconsistent messagingNo localization for different markets/regions

Lack of brand controlInconsistent usage of brand

Partners

Distributed Marketing & Sales

Creative Services

6

End-to-end digital marketing ecosystem

CONTENT OWNERS

Marketing Agencies/Creative

Consumers/Partners

Marketing ServicesMarketing Services

Legal Dept.

Campaign Management

Marketing Operations

MARKETINGCaseloads are growing rapidly, but staff and funding are not; experienced workers are leaving

PR/Marketing

Real-time collaboration with all parties involved in asset production

Integrated campaign and digital asset management process/support

Single system provides global visibility over all marketing assets, rights and usage

Deliver integrated campaigns for multiple products and regions simultaneously

Real-time understanding of asset availability, rights and usage conditions

Easy for sales to communicate brand material and collateral

Distributed Marketing and Sales

Integrated web experiences meet local marketing needs

8

Summary of challenges to marketers

CMO

Manage communications effectively and rapidly with

customers?

CIO

Reduce cost and complexity of multi-channel content and

distribution?

COO

Collaborate across different departments

on the same document?

VP Customer Service

Provide consistent information across all

channels?

Compliance Manager

Respond quickly to compliance and

regulatory demands?

Brand Manager

Ensure Brand consistency across all

customer communications?

11

How does StreamServe provide value in the marketing ecosystem?

Content plays a

Critical role in

Customer interactions

Transactional documents

TransPromo

Standard template

Addcolor

Insertion of images

Integration promotional offers

Message personalized

By transforming customer communications into powerful one-to-one marketing…

13

The path from transactional to transpromo...

Bar codes for document automation

Targeted customer service notice based on customer

profile

Dynamic branding based on business unit

Educate and inform customer: additional

information in context

Clear presentation using historical comparisons and

graphs

Personalized marketing messages with hyperlink

OMR codes for optimized enveloping and mailing

And delivering the communication to the preferred channel of the customer?

Improve customer, partner and supplier relations by streamlining

document-intensive business processes

Document Process Automation

Transform ordinary customer communications into

powerful, one-to-one marketing channels

Document Composition

Consolidate, produce and deliver customized documents when and

where you want them

Enterprise Document Presentment

Line-of-business users can design and deliver one-to-one messages by including targeted content on any type of enterprise document

Business User Enablement

16

What is the value to my business?

17

Targeted marketing messages inserted on the invoice have a rate of return 300% higher in relation to traditional marketing channels

Tele2 Communication

Client satisfaction increased from 6.2 to 7.5 on a scale

of 1 to 10

Agis Health Insurer

18ReadN = 2,460 ConsumersSource: Trans Meets Promo: A European Perspective, InfoTrends, October 2009

0.00%

100.00%

73.70%

71.40%

45.80%

44.70%

31.80%

27.80%

20.60%

20.30%

1.60%

1.30%

Mail Discarded Without Being Opened or Read…

19

3.54

3.12

3.80

4.51

3.09

3.43

3.30

Minutes

Time spent reviewing statements received in the mail…

20

Our customer turnover rate was reduced from 25% to under 5%

CMO perspective

We are now putting customer messages and campaigns on our bills, e.g. for fall furnace light-ups

21

Document change request turnaround decreased from 1-2 weeks to less than 24h

CIO perspective

We support 85+ different types of documents across multiple states with one full time employee and no external consulting resources

Document change request turnaround decreased from 1-2 weeks to less than 24h

22

Customer case study

• Business• Procuring, producing, distributing, and trading energy and

related products across deregulated markets in Northern Europe. 1M electricity, 250K gas customers, consumers and businesses

• Challenges• Increasing competitive pressure• Strategic initiative for more personalized and targeted direct

marketing to customers • Time to market and personalized messages are key success

factors

• Results• Expected response from first campaign: 3% - actual response

rate achieved: 20%• Time from campaign idea to execution: 8h

http://www.opentext.com/2/global/customers-home/successstories?sys_action=show&id=791

23

Customer case study

Business Leading telecommunications and IT service provider in the

Netherlands, offering wireline and wireless telephony, internet and TV to consumers

Challenges “Shift Document Creation to the Actual Business User” Needed a standard correspondence solution to empower the

business to control content, reduce timelines for innovation cycles and improve maintenance

Time to market and personalized messages are key success factors

Results Correspondence Management gives business managers simplified,

hands-on content generation and control of documents to: Generate revenue by integrating this morning’s marketing ideas into

this afternoon’s target customer documents Raise profitability by eliminating inefficient processes, reducing

support requirements, and narrowing the gap between concept and action

Open up new possibilities in regular customer correspondence by including fine-tuned offers and advice based on each customer’s profile, history, and current status