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Flevy Management Insights Case Study
Content Diversification Strategy for Digital Media Outlet in EdTech


There are countless scenarios that require Consumer Decision Journey. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Consumer Decision Journey to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: The organization is a burgeoning digital media outlet focused on the educational technology (EdTech) sector, confronted by the challenge of optimizing the consumer decision journey.

It is struggling with a 20% decline in viewer engagement and a 15% drop in ad revenue over the past quarter, attributed to content saturation in the market and a lack of content diversity that resonates with its broad audience. Additionally, the organization faces internal challenges related to content production scalability and innovation. The primary strategic objective is to diversify content offerings to cater to a wider audience segment, thereby increasing viewer engagement and ad revenue.



The organization in question is navigating the initial stages of scaling in a highly competitive EdTech media landscape, faced with declining engagement and revenue numbers. The underlying issues seem to be content homogeneity and the inability to effectively cater to the nuanced needs of the consumer decision journey within the EdTech sector. The leadership is under pressure to not only maintain but grow its market position in a landscape that's rapidly evolving with new content formats and distribution channels.

External Analysis

The EdTech media industry is experiencing rapid growth, driven by the global surge in demand for educational content and digital learning tools. However, this growth also brings increased competition and content oversaturation.

Understanding the competitive landscape requires an analysis of the structural forces shaping the industry:

  • Internal Rivalry: Competition is intense among digital media outlets in the EdTech space, with many players vying for viewers' attention through similar content offerings.
  • Supplier Power: Limited due to the abundance of content creators and platforms available for distribution.
  • Buyer Power: High, as consumers have a wide range of content choices and can easily switch between platforms with no cost.
  • Threat of New Entrants: Moderate, given the relatively low barriers to entry for digital content creation but higher for establishing a strong brand presence.
  • Threat of Substitutes: High, with alternative forms of educational content delivery such as podcasts, webinars, and online courses.

Emerging trends in the industry highlight a shift towards personalized and interactive content. Major changes affecting the industry dynamics include:

  • Increasing preference for microlearning: This presents an opportunity to create short, focused content but risks reducing time spent on the platform.
  • Rise of immersive learning experiences: Utilizing AR and VR technologies can enhance engagement but requires significant investment in content development.
  • Growth in mobile learning: Tailoring content for mobile platforms opens new engagement channels but intensifies competition with mobile-first content providers.

A STEER analysis reveals that socio-cultural shifts towards lifelong learning, technological advancements in content delivery, economic fluctuations affecting advertising budgets, environmental factors like global internet access, and regulatory changes around digital privacy significantly influence the EdTech media landscape.

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Environmental and Internal Assessment

The organization benefits from a strong understanding of the EdTech market and a passionate viewer base but is challenged by limitations in content innovation and production scalability.

The MOST Analysis underscores the necessity for alignment between the organization's mission to educate and the strategies for content diversification and technological investment to enhance content delivery and viewer engagement.

In the Distinctive Capabilities Analysis, the organization's strengths in market understanding and community engagement emerge as pivotal. However, enhancing capabilities in content innovation and leveraging data analytics for content personalization are critical gaps that need addressing.

The Gap Analysis highlights discrepancies between current content strategies and the evolving preferences of the EdTech audience. Addressing these gaps through strategic diversification and innovation in content creation and delivery is imperative for sustained growth.

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Strategic Initiatives

Based on the insights from the external analysis and internal assessment, the following strategic initiatives have been defined to be pursued over the next 24 months :

  • Content Personalization to Enhance the Consumer Decision Journey: Implementing data-driven content personalization to cater to individual viewer preferences, aiming to increase viewer engagement and time spent on the platform. This initiative is expected to create value by boosting ad revenues and viewer loyalty. It will require investment in data analytics tools and capabilities.
  • Investment in Immersive Learning Technologies: Developing AR and VR content offerings to provide immersive learning experiences, intended to differentiate the media outlet in the EdTech space. The value creation stems from attracting a more diverse audience and creating premium advertising opportunities. This will necessitate funding for technology development and content production.
  • Expansion into Microlearning Content: Creating short, focused educational segments to cater to the growing demand for microlearning, aiming to increase content consumption frequency. This initiative leverages existing content production capabilities to generate new revenue streams. Resources needed include content development teams and mobile platform optimization.

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Consumer Decision Journey Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


That which is measured improves. That which is measured and reported improves exponentially.
     – Pearson's Law

  • Viewer Engagement Rate: Measures the effectiveness of personalized content in increasing viewer interaction with the platform.
  • Ad Revenue Growth: Tracks the financial impact of diversified and immersive content offerings.
  • Content Production Turnaround Time: Monitors efficiency improvements in content creation processes.

These KPIs provide insights into the direct impact of strategic initiatives on viewer behavior and financial performance, enabling real-time adjustments to strategy execution based on observed outcomes.

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Consumer Decision Journey Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Content Diversification Plan (PPT)
  • Personalization Technology Implementation Roadmap (PPT)
  • Immersive Content Development Framework (PPT)
  • Microlearning Strategy Report (PPT)

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Content Personalization to Enhance the Consumer Decision Journey

The strategic team applied the Value Proposition Canvas (VPC) to refine and target the content personalization initiative. The VPC, a tool developed to ensure that a product or service fits the needs and wants of its customers, was instrumental in identifying the high-value content areas that would most resonate with the audience. By mapping out customer profiles and value maps, the team was able to align the organization's content offerings more closely with viewer expectations and preferences.

Following the insights gained from the Value Proposition Canvas, the implementation process involved:

  • Conducting comprehensive audience research to develop detailed customer profiles, focusing on their goals, pains, and gains.
  • Mapping out specific content themes and formats that align with the identified viewer segments to address their needs and preferences.
  • Developing a content recommendation engine tailored to deliver personalized content experiences based on the viewer's past interactions and consumption patterns.

Additionally, the team utilized the Customer Journey Mapping framework to visualize the end-to-end experience of viewers interacting with the platform. This approach helped in identifying key touchpoints for content personalization and optimizing the consumer decision journey.

Through the application of the Customer Journey Mapping, steps taken included:

  • Identifying all possible viewer touchpoints with the platform, from initial content discovery to post-consumption feedback.
  • Analyzing data on viewer behavior at each touchpoint to understand preferences and pain points.
  • Implementing personalized content delivery mechanisms at critical touchpoints to enhance viewer engagement and satisfaction.

The combined use of the Value Proposition Canvas and Customer Journey Mapping significantly improved the organization's ability to deliver personalized content, leading to a 30% increase in viewer engagement rates and a 20% rise in ad revenue. These frameworks facilitated a deeper understanding of viewer needs and enabled the creation of a more tailored and engaging content experience across the consumer decision journey.

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Investment in Immersive Learning Technologies

To guide the initiative of integrating immersive learning technologies, the strategic team employed the Resource-Based View (RBV) framework. RBV focuses on leveraging a company's internal resources and capabilities as a source of competitive advantage. This perspective was particularly useful in assessing the organization's readiness and potential to develop and offer AR and VR content, identifying unique internal strengths that could support this strategic move.

Implementing the RBV framework involved:

  • Evaluating the organization’s existing technological assets and capabilities in content production and delivery.
  • Identifying resource gaps and investment needs to develop AR and VR content offerings.
  • Formulating a strategic plan to acquire necessary resources, including technology partnerships and talent hiring, to fill the identified gaps.

The Ansoff Matrix was another framework applied to explore growth strategies through new product development and market expansion. It helped in determining the potential markets and segments where AR and VR content could generate the most impact.

Application of the Ansoff Matrix included:

  • Identifying new market segments within the EdTech industry that are underserved by current content offerings.
  • Developing a product-market fit strategy for AR and VR content, targeting both existing viewers and new segments.
  • Creating a phased rollout plan for introducing immersive content to minimize risk while maximizing market learning opportunities.

The strategic application of the Resource-Based View and the Ansoff Matrix enabled the organization to successfully launch its immersive learning content, resulting in a 40% increase in new viewer acquisition and establishing a competitive edge in the EdTech media market. These frameworks provided a structured approach to leveraging internal resources for innovation and identifying growth opportunities in new content formats and market segments.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Increased viewer engagement rates by 30% through the implementation of personalized content strategies.
  • Boosted ad revenue by 20% as a direct result of enhanced viewer engagement and content diversification.
  • Achieved a 40% increase in new viewer acquisition by investing in AR and VR immersive learning technologies.
  • Identified and targeted new market segments within the EdTech industry, expanding the audience base.
  • Implemented data analytics tools and capabilities, enabling the development of a content recommendation engine.

The strategic initiatives undertaken by the organization have yielded significant positive outcomes, most notably in viewer engagement and ad revenue growth, which were directly aligned with the primary objectives. The 30% increase in viewer engagement and 20% rise in ad revenue underscore the success of the content personalization strategy, demonstrating the effectiveness of using data-driven insights to tailor content to viewer preferences. The substantial 40% increase in new viewer acquisition highlights the impact of investing in immersive learning technologies, setting the organization apart in a competitive market. However, the results also reveal areas for improvement. While the initiatives have driven growth, the report does not detail the cost implications of these strategies, particularly the investment in AR and VR technologies, which could have significant long-term financial impacts. Additionally, the focus on new technologies and content personalization may have overshadowed efforts to enhance content production scalability and innovation, potentially limiting sustainable growth.

Given the results and the analysis, the recommended next steps should include a detailed financial review of the investments in AR and VR technologies to ensure they are sustainable and offer a solid return on investment. The organization should also explore strategies to further enhance content production scalability and innovation, possibly through partnerships or leveraging user-generated content, to maintain its competitive edge. Finally, continuous investment in data analytics and technology to refine content personalization and recommendation engines will be crucial to sustaining viewer engagement and revenue growth.

Source: Content Diversification Strategy for Digital Media Outlet in EdTech, Flevy Management Insights, 2024

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