Formerly part of Kimberly-Clark, Halyard Health operates 12 global manufacturing facilities with 16,500 employees worldwide – generating approximately $1.7 billion in net revenues.
Kimberly-Clark decided to spin off their healthcare business to its own new brand. This was the birth of Halyard Health. The Halyard Health team wanted to ensure that the new launch did not make them disappear online after years of investment in the old brand and website.
However, making the transition from the very recognizable Kimberly-Clark to something brand new — without taking a hit — was vital.
The Halyard Health team wanted to ensure that the new launch did not make them disappear online after years of investment in the old brand and website.
The creation of this new brand required a new domain name and restructuring of the website. It also involved coordination across several highly-complex global entities which all needed to be migrated in a time sensitive manner.
Tackling all of the things, all over the globe.
SDI worked with a distributed network of local market leaders, project managers, and developers around the globe to develop the migration strategy. One of the first steps was gathering and aligning all of the assets, content and information needed to make sure everyone was aligned. A detailed timeline and coordination plan was established to ensure nothing would be missed as the new sites were launched.
The end results.
LOSS OF TRAFFIC
INTERNATIONAL SITES MOVED
M‑o-M TRAFFIC GROWTH
Y‑o-Y TRAFFIC GROWTH
SDI managed a successful migration of 30 domains, 14 international sites and over 12,000 products without any loss of organic traffic. Furthermore, organic traffic has grown since the day of the launch. The site traffic increased 22% month over month and 24% year over year post migration.
We’re now more effective at being worldly.
Take a large project, spread it out all over the world, add different stakeholders, several languages, some critical time considerations, and what do you get? Lessons learned!
Managing processes with such a large, global company is difficult. Difficult, but of course, not impossible. We were very purposeful in managing and eliminating inefficiencies with approval processes, and continue to use those best practices as we engage in future engagements.