In November 2013, FlexiGroup (ASX: FXL), engaged the services of a Digital Rehab Senior Project Manager to support the Senior Management team in the early stages of a major digital transformation project.
The initial phase of this engagement included the rapid re-development and delivery of FlexiGroup’s retail brand’s financial application forms. The main phase of the engagement included management and delivery of; the design, UX, content development and technical development components of 5 full websites, which were to be delivered in quick succession.
Each of the sites were built using the Drupal CMS platform and built with responsive HTML templates, ensuring FlexiGroup customers had the same online experience from their mobile phone, tablet or desktop device. This phase set the ‘foot print’ for the remaining brand websites to be delivered and provided a solid and scalable foundation for the future system integration.
The services provided to FlexiGroup include: · Vendor management / co-ordination
- Internal stakeholder management / co-ordination
- Documentation and technical input
- Project Timeline development and management
- Testing and deployment of final websites
At the end of the 2013/14 financial year, 4 of the 5 website had been delivered on time and on budget. The 5th website was on track for release in early July 14. That’s 5 websites in 5 months!
CBHS Health Fund is an exclusive private health insurance for Commonwealth Bank, BankWest and Colonial First State past and present employees. It’s exclusivity has meant it offers some of the best benefits of any health fund in Australia – in 2012 paying 92 cents in every dollar toward better benefits to its members.
For a health fund with more than 80,000 households, it has grown traditionally aligned with the recruitment and staffing across the Commonwealth Bank Group of companies. With the appointment of a new corporate strategist, decision was made to reinvigorate the marketing activities of the 60 year old fund.
Digital Rehab was appointed to overhaul the marketing function and provide assistance in the implementation of a new acquisition marketing strategy.
For the last 6 months, we have accomplished the following:
- Digested and understood the Board agreed strategy
- Assessed/evaluated marketing composition (in-house & outsource)
- Appraise team strengths and experience against resource estimates
- Tendered out what capability gaps and expertise is needed to fulfill needs and demands of marketing and provide impartial advisory on vendor selection
- Consult widely across the business with key stakeholders
- Work to help also with: procurement of vendors, budgets for 2013 & 2014, rich media explanatory video, media plan with spend of over $600k and devise a social media & content strategy
Commissioned in 2012, Alisdair Blackman then MD of Pivot Digital was appointed to consult Coates Hire, Australia’s largest hire company on a number of projects but one in particular, a new customer portal.
Customer Portal project was one of the most visible and sizable Business Improvement Projects (BIPS) on the go at Coates Hire.
The new Customer Portal aims to set a new benchmark in the market offering customers not only the ability to report on their on-hire status and obtain operational and safety information on specific equipment on hire but additionally provide transaction capabilities around payment of their account, extend hire of equipment on hire as well as a self-quote function.
The Customer Portal project was spearheaded by the Digital Rehab team. We developed a technically detailed business case off the back of both industry and considerable internal stakeholder input and consultation, a comprehensive project budget, solution architecture, solution design documentation and data schema.
The planning for this project has taken over 16 months and received Board funding approval in September 2013.
After selling Pivot Digital in February 2013, the Digital Rehab team of 3 have continued to provide consulting services to the business until November 2013.
The customer & fleet portal is being built by Oakton Consulting for a budget in excess of $6m.
In 2011, Marty Switzer COO of Switzer Financial Services approached Alisdair Blackman to devise a digital strategy for a new business venture Peter Switzer and Paul Rickard (former CEO of CommSec) wished to start.
Late 2011, the site was designed and built by Alisdair’s agency at the time, Pivot Digital and since launch has near on 3,000 paying subscribers to Australia’s leading independent self managed superannuation fund advice and information service.
Digital Rehab continue to support the website offering the following services:
- product management
- marketing guidance and advisory
- technical & product support
- liaise with SEO and other media agencies
Switzer Super Report now had in excess of 10,000 paying subscribers.
Given that Eureka Report and Business Spectator, both owned in part by financial spokesperson Alan Kohler sold for over $30m to News Ltd in 2012, it is generally regarded that given the growth and powerbase of the Switzer Super Report, that the specialised content will be worth big bucks to the right media publisher in coming years!
For now, our mandate is continued double digit growth and in building the brand and prominence within a tiny yet growing niche in Australia of trustees of their own SMSF.
Sharepoint Upgrade, data migration PLUS additional features
One of a number of projects the Digital Rehab team have worked on for Coates Hire was the re-design, development and data migration from an old SharePoint 2007 intranet to a new SharePoint 2010 environment.
Spanning some 10 months, Digital Rehab coordinated, worked up technical requirements, oversaw vendor procurement & engagement, governance & creation of a number of company policies and procedures for the proper management of the new corporate intranet.
Pioneered a hybrid governance model nominating key content owners from across the business to undertake content management while also instigating an Intranet Governance Working Group and Committee structure to oversee and provide strategic and budget guidance to the ongoing evolution of the intranet
Project Budget $400,000, delivered within 10 months.
In late 2011, Westmead Hospital Cancer Care Clinic undertook to make the bold move over to an electronic medical record system for cancer patients.
By mid 2012, it had been decided to use and roll-out Charm Health EMR system which had been subject to a pilot at Blacktown Hospital for the last 6mths.
The issue was that the existing Charm Health EMR was not geared to field of oncology and both the hospital and software developer were at loggerheads
In July 2012, Alisdair Blackman was called in to gather up the requirements for a new EMR from across a large number of different and often opposing disciplines to try and synthesize a common set of universal requirements for the EMR. Working with medical oncologists, radiology oncologists, hematologists, palliative care, allied health, nursing, administration and hospital management, Digital Rehab’s Alisdair Blackman documented the business requirements and made specific interface change recommendations to the existing Charm Health system so as to ensure optimum take up by all across Westmead, Blacktown and Liverpool Hospitals.
While change is gradual in the public health system, there is a hope that by mid 2014, the requested changes to the Charm Health EMR can be made and deployed successfully.
Janssen, formerly Janssen-Cilag, is the pharmaceutical division of Johnson & Johnson. Janssen provides prescription medicines for a range of conditions in the areas of mental health, neurology, women’s health, haematology, gastroenterology, and pain management. Four Janssen medicines are included in the World Health Organisation’s Essential Drug list. Janssen has over 340 staff in Australia.
In 2011, Janssen approached Alisdair Blackman, to design, build a new website to help sufferers manage their chronic pain.
The website saw 3 websites being brought into one platform – Drupal, re-writing of site content and successfully deploying the site.
Project Budget = $150k
One of Australia’s largest coal companies – Macarthur Coal, prior to their acquisition by Peabody Coal, required assistance with the design, development and implementation of a new investor relations centric website and intranet to increasing communications between staff internally.
The website saw the content migration post re-write, and deployment on internal servers and was delivered in 3 months.
Halfway through the website project, we were engaged to build a new intranet for the business which sought to promote and foster better communication with staff operating from a diverse number of locations.
Requiring considerable internal consultation particularly with the intranet, the projects required the project team to work largely from Brisbane.
Budget was combined $350,000 and new intranet delivered within 5 months
Darrell Lea is one of Australia’s top brands.
Darrell Lea was a family owned and run business until due to financial stress in 2007, then sold to a private equity firm.
When it was a family business, the business was reliant on its marketing and advertising. The issue – while there was a growing appreciation for the importance of digital, the entire budget spend was focused on Point Of Sale and traditional TV and radio advertising.
Digital Rehab Owner and Principal Consultant Alisdair Blackman worked with the Head of Marketing in 2005 to integrate and embrace digital into their pre-existent offline centric media and marketing activities. This saw two releases and designs of the Darrell Lea website which back in 2005/06 received over 27,000 UVs / mth and deployed search and eDM activities.
Alisdair Blackman worked with Darrell Lea up until 2007 prior to the business being sold.
Engaged to devise a channel distribution strategy for Dulux. This strategy involved assessing competitor channels, growth pillars and differentiators.
While Dulux is the leading brand in their respective category, they had fallen behind on innovation. So, this strategy was designed to redress this.
MyColour was born
One of several key innovations outlined and recommended in our strategy was the creation of a leading colour tool that harnessed and leverages on the fact that Dulux, above all other competitors had and still have a larger range of colour from which to choose from. This application, built in Java, enables users to create a colour palette for any project, renovation or application easily and simply.
Coinciding with the launch of MyColour, the entire Dulux site was redesigned and built. We oversaw the UI, information hierarchy, web design and development of the new site and managed all stakeholder management both internally and externally.
Within the first week of launch, this new innovative additional to the marketing arsenal of Dulux blew large holes in competitive offerings and even after 5 years since launch still is seen as one the of finest examples of marketing innovation in the industrial sector.
What this again highlights is the need and importance for business to objectively review the marketing mix, key channels and continually reassess opportunities to innovate so as to become or legitimise market leadership.
Budget was $750,000 for MyColour and the new website was $500,000. Project took just over 17 months to deliver.