Going Digital

Founded in 1977, ASRY is the third largest ship repair yard in the world. For as long as they could remember, their external marketing and communications had consisted of a single advert placed in a leading industry publication. In all the years it had run for, it had created 2 sales leads…maybe. It was time to go digital.

ASRY Shipping and Repair Yard

Getting Started

We started by running a workshop with key stakeholders from the organisation. Pulling in management from across the company from Market Analytics and HR through to Ship Repair and Operations, we started to get the team thinking about how digital could help each of them to meet their targets.

These workshops always work best when we have people from all over the company join in. When we’re looking to help define audiences, for example, someone from HR may seem to have different users in mind than someone from Marketing. In a really simple exercise, we ask each attendee to list as many audiences as possible, getting them to list one per sticky note before sticking them up on a wall. We’ll then run through these with everyone, grouping similar audiences together. Doing this prioritises the audiences in a very visual way. The more post-its we see, the more cross over between divisions and therefore, the higher the likelihood that we’re looking at a key audience.

Knowing who your audiences are is important but understanding them could be considered even more so. Pulling out one or two key audiences and running through an ‘Empathy Map’ exercise, we really started to identify some key problem areas. In an Empathy Map, we’ll look at what ‘Tasks & Questions’ a user engaging with ASRY needs to fulfil. We look at ‘Pain Points’ or areas of frustration, ‘What Influences’ they are effected by and what their ‘Overall Goals’ might be. Doing this not only helps everyone to understand the customers better but it quickly identifies areas that the organisation is failing to meet the needs of it’s audiences.

Of course, once we know where the barriers are, we can see where and how digital can start to break these down. We helped ASRY identify key objectives for their first step into digital. We prioritised these based on target audiences, budgets and resources before discussing realistic objectives for each. Everything digital can be measured but it’s what each element is measured against that helps to translate data into performance indicators.

Enter LinkedIn.

One of the audiences that we identified was potential employees. Looking at ASRY’s website in Google Analytics, 20% of all users visited the careers page, making it the second most visited page. A frustration that we helped to identify however was that there was very little information about ASRY as an employer available online. Enter LinkedIn.


Previously, we had successfully set BMMI up on LinkedIn, moving them away from recruitment firms and their associated costs. Career openings published on LinkedIn were filled 3 times faster than through traditional methods and with a tenth of the budget. Knowing this helped us to confidently get ASRY started with a content strategy for the worlds largest B2B social network.


Starting from nothing, ASRY have built up a community of nearly 3000 followers and get some great engagement on their posts.

ASRY LinkedIn
ASRY Email Marketing - Worldview Results

Going Global.

Another audience was potential customers outside of Bahrain. With no outbound communications program in place, ASRY relied on the same handful of customers getting in touch. With a database of over 4,500 current and previous customers, we were able to get the communications team started with email marketing.


Reaching out across the globe, ASRY’s open and click through rates were all above industry standards.* Open rates for Construction come in at 22.64% with a click through rate of 1.97%. Professional Services open rates average at 20.89% with click through at 2.63%. To date, ASRY has averaged an open rate of 32.28% and a click through of 15.73%.



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