Digital Revenue & Performance
The digital service was set up two years ago and first worked on developing a holistic digital experience for our customers. It is now at the heart of our Ambition 2025, a strategy aimed at maximizing digital-based revenues—a serious strategic challenge requiring reorganization to improve performance.
The digitization of the Group has accelerated, especially with the creation of the Digital Experience two years ago.
“Before, we used the one need-one site model. But the customer sometimes had to use several applications. We weren’t thinking in terms of an overall experience. We worked on this,”
Mathieu Parent, Digital Experience Manager, explained.
The launch of the group’s first IOT project, Sherpal, created a profound change in our business model: we no longer sell just a machine but sell a connected machine with a subscription
Sherpal is a good example of the strategic focus of Ambition 2025 on maximizing our sales of digital products through digital channels; it broadens our perspective further on digitalization.
This change to better meet the needs of the market and generate revenue has required the service to undergo reorganization and become more efficient. It has also brought the opportunity to change its name to bring it in line with its ambition: Digital Revenue & Performance.
Maximize digital revenue
According to Mathieu Parent,
“The customer’s experience is always the starting point but we have to go further so digital becomes a viable source of revenue over the long term. To create value, we are going to move from a mindset of creating an experience to one of adopting digital solutions. The market is becoming digital, and customers’ needs are focused on safety, machine use, among other aspects. Our role is to understand what customers need and use so we can support them with subscription-based services.”
The digital team is now restructured into three units, each one a key to its overall success:
Customer experience – the goal is to ensure our digital products and solutions are delivered and integrated into the customer’s processes.
Customer care – guaranteeing the operational excellence of digital products and their adoption.
Performance – responsible for generating sales of digital products.
“Generating revenue relies on the expertise of these three units. For example, with operational excellence: the time for loading pages on MyHaulotte is a strong factor in enabling a purchase. No one likes waiting around! For adoption, we help the customer become familiar with the product and be convinced of the utility of our digital solutions.”
Our Ambition 2025 for digitization requires us to speed up the roll out of this new process and make it consistent with what the market is looking for now. It is a significant cultural change for the Group and the reorganization of the Digital Revenue & Performance service around the key factors will enable us to meet this strategic challenge.
Further reading
2020-2021 Assessment and outlooks for Haulotte
Interview with Sébastien Martineau and Stéphane Hubert
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H3 celebrated Christmas
The Facility team pulled out all the stops!
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H3 celebrated Christmas
The Facility team pulled out all the stops!
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