Fujitsu UK & Ireland is part of the global Fujitsu Group which offers ICT and micro electronics solutions and services across 70 countries. This business division offers IT services, systems and products from data centres and outsourced IT services, to strategic IT consulting.
Campaign Objectives
In April 2009 Fujitsu Siemens Computers became Fujitsu – part of the world’s fourth largest IT company. This campaign was focused on enterprise infrastructure solutions. These high value strategic investments have lengthy lead cycles and a complicated decision making unit. The specific objectives were a mixture or awareness and lead generation:
Strategy
Positioning Fujitsu as a thought leader or trusted advisor in the IT infrastructure space required that they demonstrate an understanding of the issues facing their target audience. The current Fujitsu corporate website was more sales catalogue and proposition lead which did not convey to visitors any understanding of their challenges and business issues. A new campaign microsite was developed that addressed these within selected vertical industries, offering the Fujitsu solution as a means of addressing particular business issues.
All contacts within the contact database were allocated a Personalised URL (PURL). This meant that they had a personal entry point and call to action that generated higher response rates, in part due to the recognisable nature of the PURL, e.g. www.iexpectmore.co.uk/john.smith.
The PURL meant that the web experience was highly personalised, where responders were greeted by name as well as with vertically relevant propositions. The visitor’s journey through the site was tracked on an individual basis. Every click or interaction, whether navigating, downloading, viewing video or completing forms, was recorded and attributed to that contact’s data file, constantly building a virtual profile of that visitor. This information was valuable on two levels: where content could be further refined and tailored to their demonstrated interests and secondly where telemarketing follow-up activity be entered into with high levels of intelligence and insight.
Each web asset and interaction was attributed a weighting in a lead scoring system. These scores allowed telemarketing prioritisation in terms of lead follow-up, and also assisted in initiating a lead nurturing programme. Only when a prospect was sufficiently qualified and deemed ready for a meeting were their details passed to the Fujitsu Sales team.
Anonymous visitors to the site were allowed restricted access to site assets, before being prompted to register to further access. At this point, they were provisioned a PURL, and entered into the same
trackable scoring system.
The campaign site acted as a call to action for all communications. Rich media assets such as streaming webcasts, video interviews and corporate education pieces were all used as interaction drivers, and consistent direct comms maintained visitor numbers, so as users digital profiles were constantly updated and enhanced.
Later additions to the campaign site included the addition of a thought leadership blog. This content helped position Fujitsu as a thought leader in the space, and the trackable content allowed “Hot Topics” e.g. Green IT, to be identified and future communications generated on these topics. Online polling was also added to the site, as a means of extracting specific sales enabling information to enhance telemarketing conversations.
Target Audience
Profiling
The target audience was made up of:
- select acquisition accounts
- existing customer accounts with cross / up-sell opportunities
- a mix of public and private sector organisations
- organisations with 500-5000 employees
- organisations where decision making unit resides in the UK
- organisations from vertical markets where Fujitsu has had previous successes
Segmentation
The target audience was segmented into two tiers, one of IT decision makers (CTO, CIO, IT Directors) and the second, Influencers (IT Managers, Architecture Managers, IT Team
Managers etc):
Media / Channel Selection
Fujitsu required a comprehensive representation of their offerings online. Customer centric messaging facilitated their positioning as understanding the market and customer challenges. The online microsite was quite distinct from the UK’s corporate site, and offered high levels of tracking using PURLs and acted as a central campaign hub, and call to action for all communications.
Timescales
The campaign ran from April 2009 until end March 2010.
Budgets
The budget allocated to website development was £30,000 over the initial 12 month period.
Results
Return on Investment
- Over 50 sales-ready customer meetings generated;
- A pipeline of over £35m
- Closed revenue to date of circa £2m, including a £1.5m project with a large government organisation and £185k with an educational organisation.
- Over 25 per cent of acquisition target accounts visiting the website as a response to direct communications.
- Closed Sales ROI of 6:1
- Pipeline ROI of 104:1
Website specific results
- 230 blog visits
- 290 new site registrants
- Average 15 per cent conversion to ‘gold’ leads
- Average 25 per cent conversion to ‘silver’ leads
Client testimonial:
“This site is the most coherent and customer friendly representation of our entire value proposition I’ve ever come across. The site played a pivotal role in establishing Fujitsu as a leading player in the UK IT market.” David White, head of marketing operations, Fujitsu UK & Ireland.
