The CEE division of a leading magazine & media group wanted to encourage its national subsidiaries to innovate "beyond the magazine" and this way discover new business models and future sources of revenue.
With an 80% share of the market, this mail distribution company had worked hard to achieve its dominant position in Belgium. The company was keen not to lose momentum, but their near-monopoly situation offered limited capacity for growth. Especially in a market which was activitly migrating from paper distribution to digital.
The management team asked Futurelab to show the way forward.
In a rapidly declining market, this US regional newspaper company had seen its revenues fall for several consecutive years and had already shut down dozens of unprofitable titles.
Despite a growing focus on digital, social media still presented a knowledge gap for this regional news organization. Still, to be able to compete, the group needed a clear way of connecting the social developments to their CRM strategy.
They called Futurelab for information and inspiration.
When you’re trying to figure out a tricky issue, sometimes all you need is to sit in a room for a day and gather your thoughts. Writing a growth plan while having just been acquired by a major customer, is such a time.
So the CEO of this media company called Futurelab; he invited us to sit in that room with him.