CEO, Hanley Wood
Our audiences and our customers have changing needs and expectations of Hanley Wood. We had to evolve our content strategy and drive new value for them and for the company. To do that, we integrated various technologies in order to deliver original content, curated content, user-generated content, and structured content (data) seamlessly across multiple audiences. We created our â€śradar deskâ€ť to increase the depth and breadth of content available to our readers while reducing editorial costs.
The value found in the radar desk comes from a combination of new investmentsâ€”an upgraded content management system, integrated social technology to increase audience engagement, our acquisition of Metrostudy for market data and industry insights, and the redesign of the physical work space for our editorial department to foster more collaboration and creativity.
By deploying a unified audience database together with the radar desk, Hanley Wood can now target specific audience segments and deliver custom content very effectively. This allows us to provide advertisers with access to a very specific and highly desirable group of customers. Itâ€™s reaping significant benefits for our readers and allows our customers to tap the power of our content and brands in new and exciting ways.
The impact of these investments has been significant:
â€˘ Weâ€™ve doubled the volume of content available to our audiences, and increased deployment of outbound communications with our audiences by 30 percent.
â€˘ Weâ€™ve increased the amount of user-generated content on our platforms. For example, the Project Gallery on ARCHITECTmagazine.com has acquired over 2,000 projects in its first year of existence.
â€˘ Weâ€™ve improved our ability to share knowledge across editorial groups through our redesigned work space.
â€˘ Weâ€™ve strengthened our revenue opportunity through expanded marketing services and demand generation programs.
â€˘ Weâ€™ve saved over $500,000 in editorial costs.
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