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Babelfish: Articles Dec 2013 to April 2014 22-4-14

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Just sharing a compilation of articles that I collected for my ongoing growth. First 13 articles are my must reads. All articles have key text highlighted for quick scan. Last 3 editions have had: 5K, …

Just sharing a compilation of articles that I collected for my ongoing growth. First 13 articles are my must reads. All articles have key text highlighted for quick scan. Last 3 editions have had: 5K, 4k and 10k of views respectively.


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  • 1. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 1 Articles Dec 2013 –April 2014 Brian Crotty Babelfish.Brazil@gmail.com
  • 2. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 2 Summary How Media Agencies Can Stay Relevant in a Programmatic Age (Despite CMOs' Plans) ........................8 DigitasLBi: Global Leaders Offer 2014 Predictions....................................................................................8 Product Videos Boost ROI, Intent To Purchase.......................................................................................14 The 'Internet of Things' Will Reshape Advertising Agencies....................................................................14 Disney-Dish's Ground-Breaking TV/Streaming Deal Disables AutoHop For ABC....................................15 Programmatic TV Buying ........................................................................................................................16 2014: Advertising industry to see massive disruptions ............................................................................17 The Irresistible Power of Storytelling as a Strategic Business Tool .........................................................18 GfK Strikes Deal With Big 3 DMPs, Offers Key MRI Segments For Online Targeting..............................20 The Next Gen Apps Will Be All About You, But Will the Value of Highly Personalized Experiences Trump Privacy Concerns?..................................................................................................................................21 4 Lessons on Brand Storytelling from Ad Age's Digital Conference.........................................................22 How to Convert a Curious Researcher into a Paying Customer ..............................................................23 Why (and how) programmatic works at Kimberly-Clark...........................................................................26 Kimberly-Clark insists on owning data.....................................................................................................29 Social Media: Just A PART Of TV Program Marketing............................................................................29 Why Social TV Has the Power to Change the Media World as We Know It.............................................30 Working With Google? You've Got to Embrace Co-opetition...................................................................32 Segmentation Is The Key To Successful Sales, Profit And Growth .........................................................34 How Big Advertisers Are Using Next-Gen Messaging Apps Snapchat, Kik, Tango, Line and WeChat ....35 Twitter Offering 15 New Ad Types...........................................................................................................37 The Death of CPM ..................................................................................................................................38 Innerscope Wins Award For Research Paper on TV Vs. Online Consumer Engagement........................39 One Awesome Interview Technique to Start Using .................................................................................40 Research Report How Advertising Performs in a Social Media World .....................................................41 Facebook Connectivity Lab to use drones, lasers and satellites to deliver internet..................................41 Brazil reaches digital tipping point...........................................................................................................42 The Future of Online Publishers: Three Key Trends ...............................................................................43 The Promise of Wearable Technologies..................................................................................................44 Mindshare and The Weather Company Partner to Bring Weather Insights to Real-Time Marketing........46 What Is the Future of Proximity Marketing?.............................................................................................47 Content Marketing: What NOT To Do .....................................................................................................48 NFC takes another blow as 7-Eleven, Best Buy shut it down ..................................................................49 NFC will not power US mobile payments: Forrester ................................................................................51 What They're Saying about Mobile Payments.........................................................................................52 23 anúncios criativos que souberam chamar a atenção..........................................................................53 What's the ROI of Analytics? (Part 1)......................................................................................................69 What's the ROI of Analytics? (Part 2)......................................................................................................70 What's the ROI of Analytics? (Part 3)......................................................................................................71 IBM Study: CMOs Fusing Internal and External Data to Drive Financial Success ...................................72 Apps by the Dashboard Light..................................................................................................................74 Singing Out Loud is Top Activity While Driving; One in Four Admit to Texting.........................................76
  • 3. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 3 New cars will soon come with high-bandwidth connections and app stores. ...........................................79 Google's Android Wear Gets The Jump In Smartwatches.......................................................................80 MasterCard Gives Cardholders Huge 'Surprises' ....................................................................................82 Study: social media isn't replacing traditional news outlets at all .............................................................83 Debrief / SXSW.......................................................................................................................................84 A Comprehensive List of Online Video Ad Types and Formats, Pros and Cons......................................87 The Video Viewability Debate .................................................................................................................91 Kevin Van Lenten is chief revenue officer at Vertical Search Works........................................................92 Digital Chameleon Releases 2014 Digital IQ Index .................................................................................94 The One Thing You Must Do to Hire Better People and Find Better Jobs ...............................................96 The Power Players in the Publicis-Omnicom Merger...............................................................................97 Counting Counts: Six Reasons Everyone Must Read Erwin Ephron's Book 'Media Planning' .................99 Top Fifteen Interesting Observations About Brazil and Brazilians .........................................................100 Key Trends for 2014: Always-On Commerce ........................................................................................101 Word of Mouth's Measurement Imperative............................................................................................102 Comércio eletrônico cresce 217% na black friday e bate todos os recordes .........................................103 Mobile Commerce in Brazil Slow to Take but Gaining Momentum ........................................................103 Bradesco inaugurates the era of sponsored mobile Internet..................................................................104 The Traditional Purchase Funnel Is Kaput Enter the 'always on' consumer...........................................105 How The Google/comScore Partnership Can Fundamentally Change Latino Marketing .......................106 3 Reasons Why Search Marketers Should Prepare For Mobile Wearable Devices ...............................107 A Profound Look At The Future Of Media - On An Episode Of 'The Waltons'?......................................108 Here's what the internet could look like in 2025.....................................................................................109 Project Blueprint: Cross Platform Measurement's Big Leap Forward.....................................................111 Innovation and Personal Branding ........................................................................................................112 5 Most Common Mistakes in Social Media............................................................................................114 Here’s How Comcast Plans to Rule American Cable and Internet.........................................................115 SXSWi Postmortem ..............................................................................................................................117 Small agencies wary of programmatic...................................................................................................118 Ad Agencies Should Produce In-House Video To Promote Branded Content .......................................119 Mobile Creating Cavern Between Retailers, Brands, Consumers..........................................................120 MasterCard Taps Man/Machine Interaction At SXSW, Uses A Vending Machine .................................121 How Will YOU Use the LinkedIn Publishing Platform? ..........................................................................122 How to Use the New LinkedIn Publishing Platform................................................................................123 5 Reasons You Need Buyer Personas..................................................................................................124 SXSW, Not All That Keeps CMOs Up at Night ......................................................................................125 VivaKi Search Catches Automation Bug ...............................................................................................126 A True Integrated Marketing Framework...............................................................................................127 Investing in Big Content Assets for Big Returns ....................................................................................129 Walmart Flexing Hybrid Stores To Bridge Digital Gap...........................................................................131 Screen Time: TV Time-Shifted Viewing Rises Cross-Platform ..............................................................132 What Not To Say In A Job Interview......................................................................................................133 Facebook is in talks to buy Titan Aerospace Internet acess drones, .....................................................134
  • 4. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 4 OMD's Ben Winkler Explains Programmatic's Branding Promise ..........................................................135 The 3 digital trends to watch in 2014.....................................................................................................136 The only discipline technique you'll ever need.......................................................................................137 The Truth About Branding, Marketing And Advertising..........................................................................138 This is the new era of kinship................................................................................................................139 Subscription Vs. Free: The Future of Short-Form Vs. Long-Form Video................................................140 VivaKi Joins OpenVV Group .................................................................................................................141 Online video moves closer to TV...........................................................................................................142 10 predictions for the future of TV .........................................................................................................142 Mindshare Puts Clients In 'The Loop'....................................................................................................145 AOL to Build First Cross-Screen Programmatic Advertising Platform - ONE By AOL............................146 This Cheat Sheet for Content Marketing Will Make Your Day - The metrics that matter......................148 Apple Is Already Building Its Next Massive Business And No One Seems To Have Noticed.................149 Universal Truth......................................................................................................................................150 The Connected TV Landscape: Why Smart TVs And Streaming Gadgets Are Conquering The Living Room....................................................................................................................................................153 Mobile advertising more than twice as effective as desktop, BBC World News study shows.................154 How Esri and Aisle411 Show You Where It's at in Context ...................................................................155 Google unveils smartphone with 3D sensors ........................................................................................156 Five technologies that will change business in 2014 .............................................................................158 Ad Tech’s Dirty Little Secret..................................................................................................................159 AgênciaClick Isobar creates " aeroperto " application to Infraero ..........................................................160 The Art of Crafting a 15-Word Strategy Statement ................................................................................160 Walmart Pursuing Both 'Stock-Up' And 'Fill-In' Customers ....................................................................161 Google acquires password-killing startup SlickLogin.............................................................................162 Study: 48 Percent Of Consumers Considered ‘Always On’ ...................................................................163 The Cookie Debate: Research Reveals Advertisers Pay 3X More For Cookie-Based Ads....................164 Nike+ FuelBand Sums Up Your Fitness Year With A Colorful Poster....................................................165 Four Tips for Better Strategic Planning .................................................................................................165 Three ways to fix the flawed agency model...........................................................................................166 The End of Microsites ...........................................................................................................................167 Let's Stop Thinking About Mobile Just as a Channel or Tactic and Move on to a Bigger Idea ...............169 Shazam Gets 700k Super Bowl Listens, But What Is The Second Screen's Second Act?.....................170 Facebook Paper....................................................................................................................................171 15 media executives in Latin American - what to expect for 2014 .........................................................171 Why do companies survive only with innovation?..................................................................................180 BITCOIN: How It Works, And Why It Could One Day Threaten Legacy Payments Tools Like Credit Cards .............................................................................................................................................................181 Can You Measure Engagement? ..........................................................................................................182 IAB Explores Alternatives To Cookies...................................................................................................185 It's official: real time, now dead. ............................................................................................................186 Seven top tech predictions for 2014......................................................................................................186 9 Ways Social Media Marketing Will Change in 2014............................................................................189
  • 5. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 5 The alternative uses for your mobile phone...........................................................................................191 The Instagram Rule of 11......................................................................................................................192 How to Prove the ROI of an Event ........................................................................................................193 Digital Billboards Ruled Safe, But Controversy Continues.....................................................................196 Omnicom Taps Mindshare's Zonfrillo as Head of Global Trading..........................................................196 Xbox Numbers for Brazil .......................................................................................................................197 IBM and The North Face seek to reshape ecommerce .........................................................................197 Retail Ecommerce Sales in Brazil to See Double-Digit Growth This Year .............................................199 Facebook Tweaks News Feed Algorithm Again ....................................................................................200 Facebook could fade out like a disease, lose 80 per cent of users, say US researchers.......................201 Controversial Paper Predicts Facebook Decline ...................................................................................201 Advertising Vs. Agencies, Dinosaurs Vs. Cockroaches.........................................................................202 Retailers need social media presence...................................................................................................203 Globo.com segments its audience ........................................................................................................204 YouTube, DreamWorks Animation To Co-Produce Original Programming............................................205 The future of food..................................................................................................................................205 Agency of the Year, Best Media Planning & Buying: MediaVest ...........................................................206 TV Nets Don't Synchronize Cross-Platform Screens.............................................................................208 Johnson & Johnson Super Serves Us With Workout App .....................................................................209 The Blueprint for a Real Content Marketing Plan ..................................................................................209 Facebook shows 4 digital marketing trends for 2014.............................................................................211 How many KPIs are optimal to drive agency performance? ..................................................................211 There Is a Digital Talent Gap - Wide chasm between expertise needed and available..........................214 The World Changing Ideas Of 2014......................................................................................................214 Augmented Reality Gets to Work ..........................................................................................................217 Video Leads Consumer Preference for Mobile Ads in Brazil .................................................................219 Infographic CVs Gimmick or Useful Tool?.............................................................................................219 Why Trust Someone Else To Protect Your Data? .................................................................................221 10 Web Analytics Trends for 2014 ........................................................................................................221 Who's Going To Shoot Your Corporate Video? .....................................................................................224 From The 'Big 3' To 'Big Data:' TV Audience Targeting Comes Of Age.................................................225 The Blueprint for a Real Content Marketing Plan ..................................................................................227 GroupM Addresses Addressability, Taps Bologna To Run New Advanced TV Ad Targeting Unit .........229 Live From Las Vegas: SMG Unveils New Content Marketing Platform..................................................230 Five trends to watch at CES..................................................................................................................230 Danone seeks to emulate Google .........................................................................................................232 14 things every successful person has in common ...............................................................................233 Google's Ad Revenue Per User Is Insanely Ahead Of Its Rivals ...........................................................235 Groups Propose Integrating Ad-ID Into 'UPC' For All Media, Advertising Content.................................235 Wunderman, MEC 'Choreograph' A New Venture.................................................................................236 Mary Meeker Is Right/Mary Meeker Is Wrong .......................................................................................236 Check Out How The Tablet Just Replaced The PC For People Buying Computers ..............................237 .............................................................................................................................................................238
  • 6. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 6 Media Agencies: Size Matters...............................................................................................................238 Digital Ad Spending in Brazil Is an Increasing Share of the Media Market.............................................240 Google Will Now Only Charge For Ads That People Can Actually See .................................................241 Even Google Employees Are Giving Up On Google Glass....................................................................242 Five Life Stages Of A Social Platform ...................................................................................................243 Semantic advertising increases engagement ........................................................................................244 LatAm affluents are social and digital....................................................................................................245 Brazil will see the World Cup on home TV , reveals study.....................................................................245 Media Consolidation Is Revolutionizing Marketing ................................................................................246 To Understand Consumer Data, Think Like an Anthropologist..............................................................247 Why Better Listeners are Better Innovators...........................................................................................248 Lenovo Taps TubeMogul, Requires Its Agencies To Use For Video Buys.............................................249 JWT: Consumers Are Fed Up With Technology And Change ...............................................................250 Facebook Admits Organic Reach Is Falling Short, Urges Marketers to Buy Ads ...................................250 Bezos' Brain - And Other Anomalies .....................................................................................................251 Internet Natives: They Know More than They - or You -Think ...............................................................253 Making data work..................................................................................................................................257 Amazon: Mass, Affluent, Or Luxury Retailer?........................................................................................258 TNT Debuts Twitter-TV Integration For 'Mob City' .................................................................................259 TV Everywhere Clicks, Authenticated Video Views Soar 217%.............................................................260 Time-Shifted TV Watching Rises, Net Use Dips....................................................................................261 Inside Amazon's Kindle Tablet Ecosystem, Arguably The Most Underrated Mobile Platform ................261 Report: Video Advertising In Online And Mobile Games Is Poised For Growth In 2014.........................262 Aegis Group launches operation programmatic media in Brazil ............................................................263 Breaking Through the Brain’s Barriers ..................................................................................................265 Forget Big Data: 10 Simple Ways To Drive Revenue With 'Little' Data..................................................266 Where Branded Content Dollars Are Going...........................................................................................267 Content Needs To Work Harder In Shopper Marketing .........................................................................268 Phablet & Programmatic Will Win In 2014.............................................................................................269 CEOs Are Jittery About Consumer Experience .....................................................................................270 7 predictions for social TV in 2014 ........................................................................................................270 To-Do: Fewer Predictions, More Resolutions ........................................................................................271 To Diversify Your Network, Follow the 2+1 Rule ...................................................................................273 Ford Social Trends Study Speaks To Our Behavior ..............................................................................274 Big Data 2.0: the next generation of Big Data .......................................................................................275 Complex Sales and the Persona Creation Process...............................................................................277 Video Ad Recall Higher on Tablets........................................................................................................278 Unilever: Mobile is Key to Reaching the "Unreachables" [Video]...........................................................279 It's Time to Bring Data Scientists on Sales Calls ...................................................................................280 When Will We Finally Get It? It's All About The Content!.......................................................................281 Segmentation Is The Key To Successful Sales, Profit And Growth .......................................................282 Big Lift In Digital, Mobile Sales Over Holidays.......................................................................................283 Three Strategies to Improve Agency-Client Relationships in '14 ...........................................................284
  • 7. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 7 People swap devices 21 times an hour, says OMD...............................................................................286 Product managers: Vision, instinct & obsession. (And the rest).............................................................288 When Winning Feels Like Losing ..........................................................................................................291 The Most Successful Leaders Do 15 Things Automatically, Every Day.................................................292 Why You're Not A Leader......................................................................................................................293 14 things every successful person has in common ...............................................................................295 Navigating The Wild West of Data Analytics: 6 Steps To Help You Get There ......................................297 An Agency Perspective on Attribution ...................................................................................................298 How Telstra is bringing multichannel experiences to life .......................................................................300 Trends Snapshot: The future of native advertising ................................................................................302 13 Things We Learned In 2013.............................................................................................................306 The 12 Best Social Media Marketing Tips of 2013 ................................................................................308 Google and The Laws of Robotics ........................................................................................................309 DirecTV Credits Addressable Ads With Future Ad Growth ....................................................................310 Survey Analysis: Customers Rate Their BI Platform Functionality.........................................................310 Facebook Admits Organic Reach Is Falling Short, Urges Marketers to Buy Ads ...................................342 Olympics, Mobile Drive Three New Ad Forecasts, but Europe Stays a Concern ...................................343 We Should All Be Thankful For Advertising...........................................................................................344 DigitasLBi and Razorfish Broker Pre-Newfront 2014 Partner Deal with Google.....................................345 Ad Forecast: 2014's Minor Growth, Major Theme Of Advertising Definition...........................................345 Nielsen Data: TV Dominates Time, Same As It Ever Was.....................................................................346 Payment Terms' Negative Trend for Agencies and Nielsen, Limited Practical Impact ...........................348 Some Uncomfortable Questions About Jeff Bezos' Unmanned Amazon Prime Death* Drones.............350 WPP Merges Xaxis With 24/7 Media In Bid For Scale In Programmatic Ads.........................................351
  • 8. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 8 How Media Agencies Can Stay Relevant in a Programmatic Age (Despite CMOs' Plans) Offer a Holistic View That Puts All Marketing Options in the Best Context By:Sean Cunningham Published: December 03, 2013 Better than half of CMOs surveyed by The CMO Club say they're looking to bypass media agencies in buying TV time using automated buying tech. Certainly, clients with mounds of customer data and direct-buying platforms could go direct to programmers. But should they? And how does the media agency stay relevant? Ultimately, the data and technology supporting media will require more, not less, agency support. For one thing, you need a holistic view of brand marketing to put programmatic in the right context -- how much to do, where, when and why. For another, the non-programmatic elements of media will do more to make or break brands in a world where social media is a reflex. They're not so much impressions as conversations, where audiences committed to TV content stretch their interaction across all the screens they have. Weaving brands into TV content and conversations is what agencies do best. They know the nuances of clients' strategies and products. They know how all of the media work and, more importantly, work together. They know how to turn this knowledge into partnerships with networks that can give a brand a place in consumer-generated conversations. That's why networks routinely come to agencies with creative ideas. Most importantly, agencies know how to balance this art with the science of media so clients sell more stuff. This power is the key to agencies standing taller than ever in TV. How? It starts with content development that pulls together script integration, product placement, co-branded ads, interstitials, social media topicality, events, ITV and talent endorsement across screens. Agencies can concentrate their best minds on multiscreen development -- something programmatic can't do -- for every brand they advance. Think hybrid teams creating brand content that feeds the commitment audiences have to their favorite shows -- so they take it everywhere they go -- and the rise to leadership positions of people who get the full context of clients' businesses. Then agencies will be structured for bigger, more targeted partnerships with programmers. Here's where it gets exciting. When machines process the routine elements of buying, agencies can devote more of their energy to the essential, creative job of activating consumers who are committed to particular programs. In other words, they can build a client a central role in the show experience that extends everywhere the mobile web takes the topic of TV. Fittingly, many programming networks are making multiscreen integrations standard because they see how activity on each screen feeds the others. In the long run, programmatic buying should restore media agencies to the privileged position they've earned over decades, as the arbiters of consumer strategy and commitment. By focusing on a brand's need to sell more stuff in a complicated landscape, they'll assure that clients use the automating technologies where they make the most sense. They'll create the content that makes brands part of the best stories on TV. And they'll translate consumers' commitments to their favorite shows into deeper experiences, more trial and more sales for client brands. DigitasLBi: Global Leaders Offer 2014 Predictions Jan 6, 2014 Adotas What’s on the horizon for 2014? DigitasLBi leaders across the globe recently offered their predictions for brands and agencies everywhere. From worldwide trends to local market-level predictions, see the insights that every global marketer needs to know: the social networks that
  • 9. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 9 will win (or fail), how mobile will continue to change our lives, exactly how marketers will design for consumers, the technology that they’ll use, and what’s next for big data . Social Content: LinkedIn will be the big winner in 2014: LinkedIn has proven itself to be extremely marketer-savvy, working with brands to create sponsored content and influencer strategies, while using its rich data to help guide consumer engagement. And while Facebook is making headlines for forcing more pay-to-play engagement, LinkedIn has found a healthy middle between owned and paid content for marketers. Obviously platforms like Instagram, Pinterest, and Twitter shouldn’t be discounted—they’re making significant progress in meeting marketer expectations— but in 2014, LinkedIn will be the big winner as it continues to develop customized solutions and profit from them. Real-time marketing: it will get better (and bigger). Despite some recent backlash, real-time marketing is here to stay. In 2014, we’ll see deeper investment from brands and agencies both in terms of budget and time spent. And, we’ll start to see greater integration of RTM into every day brand building versus just one-off moments — or, using the newsroom analogy, think more feature stories vs. breaking news. The result will be a substantial increase in quality content that anticipates what audiences need and want—it won’t all be reactive à la the Super Bowl blackout, but if done correctly, it’ll feel right in the moment. And though social will continue to lead the way as marketers’ choice of medium for RTM, we’ll see greater expansion into other channels as well,including DOOH. – Anne-Marie Kline, SVP, Social Content / Managing Director, BrandLIVE, DigitasLBi North America. In APAC, Facebook gets less social. In Asia, 2014 will see a significant shift for teenagers from Facebook to messenger services for their social interactions. It’s not the death of Facebook by any means (in fact their user base will probably continue to grow) but the level of interactions on the platform will decrease. In the APAC region, where in some markets people have skipped the purchase of a desktop/laptop altogether and gone straight to mobile, the prominence of messenger services and the adoption of sophisticated platforms like WeChat and Line will continue to grow. – Amit Patel, PR & Content Strategist, DigitasLBi Hong Kong The demise of Tuenti. Tuenti, a Spanish-based social network (known to many as the Spanish Facebook) has been very popular in the past amongst teenagers. But it seems destined to become the next one-hit-social media wonder. The last few months have seen a consistent decrease in traffic, with its youngest users leaving for Instagram and mobile messaging apps like Whatsapp. Tuenti has also failed to monetize their platform—advertising is extremely expensive and inflexible, with limited API availability only for Goliath-sized clients. Everything points to Telefónica either shutting down this once-promising social platform or converting it into a Whatsapp or Line-styled messaging app, while maintaining themobile operator side of Tuenti for “lo quiero todo papi” young consumers. – Eugenio Sanz, Social Media Strategist, DigitasLBi Spain Social goes back to basics. In 2014 we’ll see a rise in the simplification of the big social platforms: Facebook, Twitter, YouTube, and more. Ironically, as companies invest more in their social strategies, more of them will shut down or decrease their number of social accounts: Facebook page merges, the closing and signposting of Twitter accounts, etc. Global brands will develop solutions for use in multiple markets in several languages –they’re the ones spending the most on advertising, so they’ll create tools with their needs in mind. Facebook and LinkedIn are on the right track with global pages – this approach will hopefully be implemented across all social platforms. Consumers don’t classify themselves as living in APAC or
  • 10. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 10 EMEA; they just want to engage with the brand on their own terms. And hopefully this will also prompt YouTube to reopen some of the inactive usernames for brands. – Darcie Tanner, Head of Social Media Management, DigitasLBi U.K. Mobile: WeChat takes on the world. With over 100 million users outside of China—and a whopping 600 million total—WeChat is on track to become the most popular chat app in the world. Just last month the Global Web Index declared it the fastest growing social app used by youths worldwide, with a 1,021% increase amongst that set in 2013—all without even factoring in growth in China. What’s more is that unlike current leader WhatsApp, owning company Tencent has made a significant investment in their app’s e-commerce and marketing functionalities, making WeChat a natural fit for brands. All combined, in 2014 we’ll see WeChat head straight to the top. – Justin Peyton, Strategy Director MENA & Asia Pacific at DigitasLBi (Singapore) Mobile will bring your physical and digital existence closer together. Portable devices – be they phones or tablets or something new – are increasingly aware of your surroundings in a way that desktop computers can’t usefully be. Your phone knows where you are, can recognise North and can tell the time. But imagine a phone that knows when it’s dark, reacts to noises, recognises colours, and responds to temperature; a small device that knows what you’re doing, who you’re with and how much you paid to do it. In 2014, we’ll see that all come together. Shopping will be everywhere. Flipboard allows you to be a magazine editor; Pinterest and Fab enable you to aggregate and curate content to your heart’s content. Watch as these “magazines” become “catalogues,” and every consumer becomes an “affiliate” making money off the back of a buy button in magazines they have curated. The shopping experience will start to migrate from brands and retailers to individual products, wherever they are shared across multiple social platforms and apps. - Ilicco Elia, Head of Mobile, DigitasLBi U.K. Mobile becomes the focus of creating loyalty. We have already seen mobile apps like Key Ring and Apple’s Passport begin to supplant physical “loyalty” cards. Moving forward, we’ll see marketers using mobile in even richer ways. As mobile becomes core to all aspects of the consumer journey, brands will focus on using mobile to create experiences that deliver value and inspire emotional connection. Mobile payments, incidentally, will get rolled out as a component of mobile loyalty experiences. The next generation of cross-channel ad tech platforms comes from mobile. The future reality of all digital marketing will be data-rich, natively focused and cookie-less—much like mobile is today. As we see the shift of user engagement continue to flow in the direction of mobile—and in many instances in favor of mobile — the market will demand ad tech solutions that allow them to reach people across screens. These new ad tech platforms will likely be tied initially to a specific ecosystem, e.g., Google, Facebook, Twitter or Amazon. My bet is that Facebook will get there first. – Chia Chen, SVP, North America Mobile Practice Lead, DigitasLBi Say goodbye to cash and credit cards—mobile replaces everything in the UAE. In 2013, the Prime Minster of the UAE, Sheik Mohammed bin Rashid Al Maktoum, released a mandate for all government agencies to start providing their services via mobile. Since then, everything is going mobile, from using your phone to get on the metro, to checking in at the airport, to paying utility bills—and more. In 2014, these processes will become second nature; mobile will replace boarding passes, loyalty cards, credit cards, and even cash payments. In the UAE, mobile innovation is no longer just the purview of tech companies—it’s a government priority. Businesses and tourism will reap the benefits of that.
  • 11. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 11 – Roy Badawi, Managing Director, DigitasLBi MINA More mobile bandwidth in Germany—and better social as a result. Mobile is nothing new to Germany. But with recent massive increases in bandwidth (in particular, the availability and adoption of LTE), mobile will have a huge effect on German marketers in 2014. We’ll see German brands adapt their social media strategies to mobile devices. And since more bandwidth means higher quality content, that also means greater German consumer and brand adoption of global image/video platforms like Instagram, Pinterest, Vine, etc. - Florian Schießl, Account Manager, DigitasLBi Germany Creative Design The rise of inclusive design. 2013 was a big year for responsive design. In 2014, that trend will evolve into a more holistic “inclusive web design” approach that renews the focus on users and builds a single- or multi-platform presence for brands. The ever-growing range of devices and screens, and people’s varied usage, requires both the write-once-run-everywhere and highly specialized device specific solutions. Inclusive design will result in hyper-personalized, customized and tailored experiences, moving away from the egalitarian experience that purely responsive sites deliver. – Rasmus Frandsen, Creative Director, DigitasLBi Denmark The end of fake 3D. Here is a trend that started in 2013 and will continue in 2014: the end of fake 3D, drop shadows, and Apple’s skeuomorphism. The screen is flat and there is no reason to pretend otherwise. Even if Windows 8 had a rocky start, the design was leading the way. Google was first in adapting, Apple made its way with the release of iOS 7, and countless other web offerings – commerce as well as marketing platforms – are about to follow. Flat design in combination with translucency and semi-transparent is the way of the future. On top of that, higher screen resolution and larger screens will lead designers to make use of the space beyond the minimal viewport. – Andreas Teigeler, Executive Creative Director, DigitasLBi AG, Germany & Switzerland The best navigation is no navigation: What’s the best way to get from point A to point B? By using a single straight line, of course. When it comes to navigation, the “Keep It Simple, Stupid” philosophy is becoming more prominent as an increasing number of websites move away from the “choose your own adventure” navigation in favor of simple, concise, controlled journeys that guide the viewer seamlessly through the experience. While this structure is not appropriate in all scenarios, it’s an increasingly popular rule of thumb that will be (and should be) much more often, when appropriate. More appropriate typography: The movement to broaden the number of available webfonts has finally arrived. Most major type foundries now offer webfonts, including Monotype and FontShop. Even longstanding holdout Hoefler & Freer-Jones recently launched cloud.typography, which enables designers to use several of their modern classics (i.e. Gotham) in their designs. This is a huge technological step forward. No longer limited to a small range of system fonts, designers can take advantage of nearly any conservative or expressive font that meets their needs—which will have a huge impact on the quality – and variety – of web design. – Matthew Jacobson, SVP, Creative, DigitasLBi North America Technology The Internet of Me: 2013 was about the “Internet of Things,” and how everything around us can be identified and connected. Now, with everyday appliances and devices getting smarter, smaller,
  • 12. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 12 and cheaper, we’ll see the reality of a connected experience truly driven by behavior. Simple predictive technologies, not unlike Google Now, will become readily available across a myriad of touch points providing personalized and adaptive experiences in every part of our lives. We’ll start to see our cars, kitchens, televisions, and phones think ahead of us and anticipate our individual intentions. Agile Marketing goes prime time. While some agencies adopted it in 2013, 2014 is the year that we’ll see more and more marketing organizations take on tenets of the Agile Methodology, which includes rapid iterations, closer collaboration (consumers included), and the heavy use of testing and data. This will be driven by the need of companies to act faster, adapt when necessary, and become more predictive in their marketing and advertising efforts. Agile over traditional conventions will ultimately allow marketers to speak directly to a consumer rather than a market segment. - Paolo Yuvienco, Global Chief Technology Officer, DigitasLBi Touch-less experiences that you can feel. In 2013, we saw a shift for a lot oftechnology from the mouse to the touchpad. In 2014, more brands will move from the touchpad to touch-less experiences, experimenting with new technologies like gesture-based MYO and sensor-based Fundawear. There are opportunities here for brands and people to meet beyond screen-based interactions; now, moving forward, we’ll see (and create) more digital experiences where people control things using voice, gesture, and eye movement. - Marcus Mustafa, Global Head of User Experience, DigitasLBi The marriage of Chinese money and U.S. tech companies. In 2014, we’ll see China become a big investor in the tech companies of Silicon Valley, particularly those looking for their second round of funding. Following Tencent’s investment in Snapchat, U.S. tech companies will court Chinese investors for large amounts of capital, while Chinese companies will see this as a rapid path to global revenue streams. - Justin Peyton, Strategy Director MENA & Asia Pacific at DigitasLBi (Singapore) Print-your-own __________ 2014 will bring about a widespread proliferation of 3D printers—not just at tech companies and ad agencies, but in the home of everyday consumers. This will mean two things: as well as seeing the potentially sinister side of this technology (3D-printed guns, anyone?) we’ll also see the amazing creative possibilities of this technology. 3D printing will go to space, fabricating replacement parts, and to the developing world as a way to help provide clean water. In 2014, 3D printing on site, and at times in hostile sites, will allow us to achieve things that were once just pipe dreams. Cyborgs for all. Next year we’ll continue to see constant and at times terrifying advances in robot technology. We are now starting to see the beginnings of what this may mean to consumers in the field of home automation, with ever more effective applications of robot technology in the form of lawnmowers, vacuums, and self-driving cars. In 2014 these technologies will become more commonplace in the home, helping with chores, completing tasks you never had to before, and hopefully ironing your clothes. - Mark Agar, Head of Technology, DigitasLBi U.K. Image recognition: technology that wins at mobile—and commerce. Next year when you want to look up a product on your phone, you may not need to type in—you’ll simply snap a photo. While mobile image recognition has been around for a few years now (likeGoogle Goggles in 2010), 2014 will be the year it really takes off. We’ll see much deeper investment and more executions from retailers—like Macy’s with their Star Gifts app, or eBay with their Motors app. And the technology itself is becoming more prevalent too—CamFind passed one million downloads in October, and thousands of developers are working on apps for Google Glass.
  • 13. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 13 – Nicolas Dubost, Strategic Planner, DigitasLBi France Big Data: The birth of People-based analytics (PBA). With the emergence of always-on, wearable devices (such as Fitbit, Galaxy Gear, and Google Glasses) we’ll see new types of analytics for understanding audience behavior. The ability to look at real geo-location, motion, patterned behavior not just through media consumption or product purchase but through other everyday aspects of a consumer’s life creates both new data and new uses for this data. In 2014, wearable devices will help marketers deepen their understanding of the consumer’s shopping process, product consumption, and offline social interaction—and with that, they’ll find countless opportunities to add utility to their products and to the lives of their audiences. The death of Media Mix Modeling. Cross-media integration relies on ongoing optimization at the consumer level. The growth in cross-media, multi-touch attribution in 2013 (and more-so in 2014) signals the imminent extinction of Media Mix Modeling. With the ever expanding ability to truly integrate media into a Single View of the Consumer, the industry will no longer rely on the macro- level modeling to understand the true impact of media on consumer decision making. While MMM won’t totally disappear in 2014, marketer’s desires for consumer-level optimization will increase with our ability for consumer-level (programmatic) media buying across digital, social, broadcast, and mobile media. – Jason Kodish, SVP/North America Strategy & Analytics Lead, DigitasLBi The utility of mobile leads to bigger (and better) data. For years now, marketers have spoken about a post-PC digital world, with mobile at the center. In 2014 not only will we see more brands providing value to their consumers via mobile (which they should be doing already), we’ll see them leveraging bigger and better data à la Google Now. Just a few examples: public transportation apps will know and understand your personal behaviour (improving your commute), pharmaceutical companies will help you with your daily medicine intake, and more sport brands will focus on helping consumers get fit. – Chung Chao, Strategist, DigitasLBi Netherlands More full customer lifecycle attribution. Attribution modeling came about because of the need to manage media spend more effectively across digital channels. However, as far as maximising channel and conversion optimisation it’s only been the tip of the iceberg. Some agencies are already doing this, but 2014 will see an explosion of attribution evaluating touch points across not only display but also social, web, mobile (app and web), multi-visit, multi- device right through to advocacy. In short, more and more marketers will be attributing across the full customer lifecycle. Data Management Platforms (DMPs). Having been first incepted as an extension of the display advertising industry, in the U.S. Data Management Platforms (DMPs) also became a solution to data integration challenges across all channels. That trend is now moving over to Europe, with DMPs enabling personalisation, owned/bought/earned marketing consistency, increasingly complex behavioural segmentation, and ultra-advanced attribution. This space is still in its nascency here, but expect an explosion in 2014. – Alex Loveless, Head of Analytics, DigitasLBi U.K. Streamed data over bulk data. In 2014, the real-time data trend will intensify across Europe, with more companies gathering insights from streamed data vs. just bulk data. It’ll change the way European companies handle big data, with dedicated task forces responding in real-time to seize opportunities for brands. We already have the necessary technology available—what’s needed now is an evolution in analytics skill sets, as marketers learn how to harness streamed data in a way that provides real-time value to consumers, while staying ahead of the brands’ needs. – Niels Handberg, Director of UX, DigitasLBi Denmark
  • 14. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 14 Product Videos Boost ROI, Intent To Purchase by Daisy Whitney, Thursday, March 20, 2014 Oh, video, what can’t you do? Every dawn brings a new report on video’s capabilities, it seems. Video can brand, it can drive ROI, it can boost purchases, it can scale tall buildings in a single bound. OK, all kidding aside, new data underscores the specific usefulness of product videos as a key element in a content marketing strategy. About 73% of consumers say they are more likely to purchase a product or service if they watch an informational video about it beforehand, according to Animoto, an online video creation app, that surveyed 1,000 consumers about video marketing. Animoto also found that nearly all consumers said videos were helpful in making purchase decisions, while 71% said videos made by businesses or brands delivered a positive impression. As more marketers embark on a path to content marketing, data like this can bolster their plans. In particular, video can play a useful role in driving e-commerce, since 93% of consumers said videos were helpful in comparison shopping, 87% said they were useful in researching products from the same brand, and another 93% said they can be valuable for post-purchase information. For brands that may be starting out with instructional videos, bear in mind that videos don’t need to be long. The ideal length is less than five minutes. And consumers are interested in a wide range of product videos: many want service demonstration videos, such as a 360-degree view of a product, as well as videos on how to play a game or use a phone. About 57% want videos about electronics, 39% about restaurants, 34% about travel and 33% about exercise and fitness. These findings align with other industry metrics, including those from video marketing firm Invodo, which has reported that 57% of consumers say they are more confident with their purchases after watching online video, and 52% of marketers say video is the content format that delivered the best ROI. Online video can also help seal a deal. Invodo has said that online shoppers who watch video are 1.81 times more likely to buy a product, and that two-thirds of video viewers watch 80% of a product video. The 'Internet of Things' Will Reshape Advertising Agencies by Justin Smith, Monday, Mar 24, 2014 The Beginning of Things There are two important drivers of the next evolution of the Internet, known as the Internet of Things. First, changes in consumer behavior and the broad adoption of mobile devices are dramatically changing how (and how much) people consume and create Internet content. Second is a massive proliferation of devices connected to the Internet. These include everything from smartphones, fitness wearables, and thermostats to cars. Where consumer behavior and connected devices intersect is the crux of the opportunity that exists for advertisers. To make sense of this intersection we must consider two key areas: the data created by connected devices and the design of services that use that data to create utility for consumers. The Biggest Data The backdrop of any discussion on the Internet of Things has to involve data. Not just the pile of photos and videos from your fancy new smartphone (which would be plenty on its own), but really Big Data. We’re talking about the constant chatter from a new ecosystem of connected devices that Cisco estimates will number 50 billion by the year 2020. These devices are busy quantifying
  • 15. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 15 everything from the number of steps you take, to the average speed and fuel consumption of your vehicle, and everything else you could probably imagine in real-time. Having all this technology and data may seem like a great thing for an advertiser, but it's not so easy to act on it at the moment. For the reality of things, let’s imagine Jawbone captures data that you pumped out 50 dumbbell curls at the gym. They now know where and how long you were working out. As an advertiser this is a perfect trigger to hit that consumer with a communication for your workout recovery drink, but at the moment there's no media vehicle to deliver that communication, nor can you access the community of Jawbone devices readily. We still lack connectedness across devices that lead to the type of services and addressable audiences that would drive media dollars. The next great frontier in the Internet of Things squarely addresses this issue. Even though we’re adding billions of connected devices yearly, those devices are more or less coalescing around their own proprietary ecosystems. They are not yet open to third-party application developers or media companies. So at the moment, if you want to play in this space as an advertiser, you’ll need to invest in one-off partnerships or create your own connected device ecosystem. For the Internet of Things to truly take shape there must be a standard of interoperability between connected devices. For the reality of things, until the Nest Thermostat can talk to the U-Connect service in your car, we’re barely scratching the surface of what’s possible for advertisers. But advertisers will have to do much more than just use data to trigger a communication. Services Will Drive the Next Wave of Value The bar for an advertisement in the world of the Internet of Things will be much higher than it is today. Advertising will have to deliver a value to the consumer that matches (or exceeds) what the consumer’s context is worth to the advertiser. Who do you know who wants to have their workout interrupted by an ad to save money on a recovery shake? If you don’t think this is real, then take a look at the pushback content platforms are receiving on their attempts at native advertising. This means advertisers will have to stop making ads, and move toward designing services that create consumer value on behalf of their brands. The result will be designing for key moments of truth where consumer behaviors and connected devices intersect. Instead of trying to sell someone a recovery shake, try analyzing their data to provide them with information that will help optimize their workouts. The consumer will gladly trade this benefit for a recovery shake later. And this experience will do way more to bring the promise of the brand to life for the consumer. The End of Things To take full advantage of these opportunities, advertisers need to take stock of their ability to create and distribute compelling content for the Internet of Things, beginning with redefining what an advertisement is. We’ll need to think more like product designers and technologists by incorporating the user experience into the creative process to create brand narratives that can persist in the overlap between devices and human behavior. Disney-Dish's Ground-Breaking TV/Streaming Deal Disables AutoHop For ABC by Wayne Friedman, Mar 4, 2014, Wednesday, Mar 5, 2014 Dish Network and Walt Disney Co. have reached what the companies say is a ground-breaking TV carriage deal -- one that includes Dish disabling its controversial commercial-skipping technology, AutoHop, as well as Dish starting up an Internet-delivered TV service using Disney TV content.
  • 16. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 16 The deal between the two companies -- which will dismiss all litigation between Disney and Dish -- “will disable AutoHop functionality for ABC content within the C3 ratings window.” With the AutoHop function -- part of the Dish’s Hopper set-top box -- viewers can skip massive amounts of TV commercials across the four major broadcast networks in prime time. C3 ratings, the average commercial ratings plus three days of time-shifted viewing, is the industry "currency," in which national TV advertisers contract viewership guaranteed deals with TV networks. In return, Dish Network gets what few, if any TV providers have received recently from big media content producers -- the right to stream linear and video on demand content from ABC-owned broadcast stations, ABC Family, Disney Channel, ESPN, and ESPN2 as part of an “over-the-top” Internet-delivered service. Dish customers can now access live and video on demand products, such as Disney apps including WatchESPN, WatchDisney, WatchABC Family, and WatchABC using Internet-enabled devices. Not only does the multiyear carriage TV deal include established TV platforms, such as the ABC Television Network, ABC owned-and-operated stations, ABC Family, Disney Channels, and ESPN, but the pact adds networks, such as Disney Junior, Fusion, Longhorn Network, ESPN3, and To-Be-Launched SEC ESPN Network. In addition, the deal provides a structure for “other advertising models,” including dynamic ad insertion, advertising on mobile devices and “extended advertising measurement periods.” “The creation of this agreement has really been about predicting the future of television with a visionary and forward-leaning partner,” stated Joseph P. Clayton, CEO and president of Dish Network. Anne Sweeney, co-chairman, Disney Media Networks, and president, Disney/ABC Television Group, added: “Not only were innovative business solutions reached on complicated current issues, we also planned for the evolution of our industry.” Programmatic TV Buying Frank Sinton | March 11, 2014 Over the last few years, the online and digital advertising industry has evolved at breakneck speed, with new innovations popping up almost faster than advertisers and agencies can keep up. Advancements such as real-time bidding, hyper-local targeting, cross-platform ad coordination, and much more - all based on the ability to track user data (both demographic and usage) and deliver ads accordingly - are now commonplace. The TV advertising market, meanwhile, has remained stagnant for the last 50 years. But in the last few weeks, signs are emerging that those dark ages may be nearing an end. Cox Media's recent decision to partner with a programmatic ad platform to sell its linear TV ad inventory marks a huge and much-needed step toward changing the TV ad landscape. Also notable is Comcast's move to buy streaming video ad firm FreeWheel, and Adap.tv's launch of its much-anticipated programmatic TV buying platform. Frankly, it's about time. The TV content delivery landscape has evolved to the point where digital advertising tactics could be applied if there was just the will do to so. Set-top boxes are Internet- connected and are capable of capturing the same type of data that Web-based networks can - think TV guide browsing data, viewing history, DVR settings, on-demand orders, etc. All of this can and is being tracked and stored, but not used for any advertising purposes. That will soon change, as the Cox deal shows. Content companies are using the data to create better user interfaces that drive customers toward more programming (see Comcast's new X1
  • 17. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 17 platform, for instance). If this data can be used to create programming recommendations, certainly it can also be used to serve more targeted advertising as well. Imagine for instance four different households watching the same show - a family with two children, a single twenty-something male, a housewife, and an elderly couple - but each receiving different ads based on their personal demographic and viewing history. It happens every day online and on mobile or tablet devices, but the $70 billion TV advertising industry remains in the dark ages. These recent moves mentioned above are just the start of the coming sea-change. Other trends that will accelerate this evolution are the consolidation of the multi-system operators (Time Warner/Comcast anyone?) and the increasing competition they face from new media content companies like Netflix, Amazon, Apple, and Hulu. Once Google TV, the much-awaited Apple TV, and the next-generation gaming consoles start taking on a greater hold in the living room (and disrupting further both the ad and content delivery ecosystem), you can bet the behemoth incumbents will get motivated to make some changes. Of course, a few things need to happen before we get there. First, all this data needs to be aggregated and compartmentalized. It's true set-top boxes can collect data, but there's no consolidation of that data yet. Second, we need to determine just how to serve targeted ads via TV. The potential for distributing different ads to different people is there, but the process for doing so has yet to be built. And third, we need a process for noting user behavior across devices and formats. There's no single or standard login across TV, mobile, online, and tablet across multiple services. Some, like Apple TV, are trying to own that entire ecosystem through one user account, but viewers tend to use multiple services and formats. Bundled service offering is one possible solution, as is the use of third-party social networking accounts, or even profiling types of user behavior instead of the users themselves. Technology aside, there also needs to be a change in behavior. Advertising agencies need to break down their silos between old-media TV advertising and new-media advertising. They need to operate as one, interoperable, and coordinated unit. And there needs to be some cooperation between the different service providers as well. A while back, the Canoe effort brought six of the biggest cable operators together to create a unified standard for targeting and interactive advertising on TV. That effort failed in part because the competing services didn't work together. Ultimately, the goal should be to create one, unified, cross-platform media buy allowing ad campaigns to target users regardless of device used or format of ad delivered. It's a bold vision and one that will take some work to achieve. But everyone involved - brands, agencies, tech platforms, and of course the viewers themselves - all stand to gain if we can make it happen. 2014: Advertising industry to see massive disruptions Jan 1, 2014, 05.00AM By Bob Greenberg Founder, Chairman & CEO, R/GA (The advertising industry…) 1) Clients: New business models - The advertising industry will be massively disrupted by clients moving away from horizontal integration to embrace new business models that do not rely on the same amounts of mass advertising to drive growth. Instead, growth will be driven through a new form of innovation that is unique to the digital age (see #2 below) and relies on an entirely new set of marketing channels to drive awareness and purchase. However, in this new business model the purchase is just the beginning that connects consumers to an "ecosystem of value" and spurs further purchases, as Apple, Google and Amazon have all done with their ecosystems: get the same consumer to buy more things from the same brand. 2) Connected devices and the internet of things - Many of these new business models for clients will be based upon the integration of physical products with digital services. The marketing of them
  • 18. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 18 will be "built in" to the device itself, as was the case with Nike+ Fuelband. Most consumers became aware of Fuelband through social sharing of data. Devices that collect data and share them through digital services will transform everyday life as well as the entire marketing industry. In 2013, R/GA launched an Accelerator at our New York headquarters in partnership with TechStars to invest in 10 startup companies in the connected devices spaces, exposing our clients to early-stage technology that can help drive their business growth. We will help the startups with everything from business strategy to design to technology to marketing and branding, while also gaining an ownership stake in each one. 3) Agencies as business transformation consultants - Agencies will transform into broad ranging companies that provide business transformation consulting, product innovation, technology innovation (development of digital services for brands), brand development and a myriad of production capabilities. The "agency" part of these new companies will just be a piece of the whole, not the entire business. Note that this trend is happening at the very same time when two of the largest holding companies have announced a merger to create an even larger holding company with the same exact kinds of assets. The merger just makes what already exists much bigger, rather than bringing new capabilities to the table. The distraction of this merger will create opportunities for new kinds of partners to gain traction with major clients. 4) Big Data = Earned data - Clients will increasingly "own" the data about their consumers, rather than relying upon third party, paid sources. They will "earn" the data from their consumers by providing digital services that deliver tremendous value by becoming personalised partners to consumers in everything from their finances to their health/fitness to what they cook for dinner at night to where they go on vacation to what clothes they wear, what make-up they use. In fact, the marketing world will soon be divided between those companies who have made investments in digital platforms in order to reap earned data, and those that have not. The ones earning the data will use this to inform everything from product development strategies to CRM programs to one-to-one marketing approaches that deliver relevant, actionable messages to consumers — again, at a massive cost savings relative to shotgun mass media approaches. 4) Sustainability and the future of business growth - Brands will need to tackle the sustainability issue head-on and demonstrate how they can continue to grow and innovate without contributing to climate change and natural resource depletion. Millennial consumers will simply stop doing business with brands that are not demonstrably "green." The Irresistible Power of Storytelling as a Strategic Business Tool by Harrison Monarth It’s not often that you hear Budweiser and Shakespeare mentioned in the same breath. But according to new research from Johns Hopkins University, the Bard’s deft application of storytelling techniques featured prominently in the beer company’s Super Bowl commercial. In “Puppy Love,” a perfectly adorable yellow lab becomes inseparable friends with a Clydesdale. Sneaking out of his pen, the pup and the horse “talk” in the stables and cavort on an idyllic farm – until someone comes to adopt the dog. The distressed puppy whines and places his paws against the window of the car set to take him to his new home. All seems lost until the Clydesdale rallies the other horses to stop the vehicle from leaving. Reunited, the two commence frolicking in the horse pasture and, we assume, live happily ever after. Forget the fact that Anheuser-Busch’s 60-second spot (which cost north of $4 million) aired close to the end of a lopsided championship game that was over before halftime. The Budweiser ad scored top honors in USA Today’s Ad Meter and Hulu’s Ad Zone for being the most popular
  • 19. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 19 among viewers. How did it not get lost amid the tantalizing displays of shiny vehicles, CGI tricks, and David Beckham’s six pack? The irresistible power of classic storytelling. If Keith Quesenberry were a betting man, he would have cleaned up. The researcher at Johns Hopkins predicted that the Budweiser spot would be a winner after conducting a two-year analysis of 108 Super Bowl commercials. In a paper that will be published in the Fall 2014 issue of The Journal of Marketing Theory and Practice, Quesenberry and research partner Michael Coolsen focused on brands’ use of specific strategies to sell products, such as featuring cute animals or sexy celebrities. But they also coded the commercials for plot development. They found that, regardless of the content of the ad, the structure of that content predicted its success. “People are attracted to stories,” Quesenberry tells me, “because we’re social creatures and we relate to other people.” It’s no surprise. We humans have been communicating through stories for upwards of 20,000 years, back when our flat screens were cave walls. “Especially in the Super Bowl, those 30-second ads are almost like mini movies,” he says. Quesenberry found that the ads that told a more complete story using Freytag’s Pyramid — http://en.wikipedia.org/wiki/Dramatic_structure a dramatic structure that can be traced back to Aristotle — were the most popular. Shakespeare had mastered this structure, arranging his plays in five acts to include an exposition, rising action, climax, falling action, and a dénouement—or final outcome. The “Best Buds” story also uses these elements to great effect. The more of the acts each version of the ad had, the better it performed. Storytelling evokes a strong neurological response. Neuroeconomist Paul Zak’s research indicates that our brains produce the stress hormone cortisol during the tense moments in a story, which
  • 20. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 20 allows us to focus, while the cute factor of the animals releases oxytocin, the feel-good chemical that promotes connection and empathy. Other neurological research tells us that a happy ending to a story triggers the limbic system, our brain’s reward center, to release dopamine which makes us feel more hopeful and optimistic. In one experiment after participants watched an emotionally charged movie about a father and son, Zak asked study participants to donate money to a stranger. With both oxytocin and cortisol in play, those who had the higher amounts of oxytocin were much more likely to give money to someone they’d never met. The implications for advertisers, who’d also like to part people from their money, are clear. But advertisers aren’t the only ones tapping into the trust-inducing power of storytelling. Strategic storytelling has also been enlisted to change attitudes and behaviors. Two studies from the health care industry show its power: Penn State College of Medicine researchers found that medical students ’ attitudes about dementia patients, who are perceived as difficult to treat, improved substantially after students participated in storytelling exercises that made them more sympathetic to their patients’ conditions. And a University of Massachusetts Medical School study found that a storytelling approach has also been effective in convincing populations at risk for hypertension to change their behavior and reduce their blood pressure. The most successful storytellers often focus listeners’ minds on a single important idea and they take no longer than a 30-second Superbowl spot to forge an emotional connection. Widely recognized as the leading trial lawyer of his time, Moe Levine often used the “whole man” theory to successfully influence juries to empathize with his clients. Seeking compensation for a client who had lost both arms in an accident, Levine surprised the court and jury, who were accustomed to long closing arguments, by painting a brief and emotionally devastating picture instead: As you know, about an hour ago we broke for lunch. I saw the bailiff come and take you all as a group to have lunch in the jury room. Then I saw the defense attorney, Mr. Horowitz. He and his client decided to go to lunch together. The judge and court clerk went to lunch. So, I turned to my client, Harold, and said “Why don’t you and I go to lunch together?” We went across the street to that little restaurant and had lunch. (Significant pause.) Ladies and gentlemen, I just had lunch with my client. He has no arms. He has to eat like a dog. Thank you very much. Levine reportedly won one of the largest settlements in the history of the state of New York. Storytelling may seem like an old-fashioned tool, today — and it is. That’s exactly what makes it so powerful. Life happens in the narratives we tell one another. A story can go where quantitative analysis is denied admission: our hearts. Data can persuade people, but it doesn’t inspire them to act; to do that, you need to wrap your vision in a story that fires the imagination and stirs the soul. GfK Strikes Deal With Big 3 DMPs, Offers Key MRI Segments For Online Targeting by Joe Mandese, Tuesday, Apr 1, 2014 Media audience researcher GfK MRI has struck deals with three of the online industry’s biggest data management platforms (DMP) -- BlueKai, eXelate and Lotame -- enabling their customers to target 44 unique consumer segments, including one targeting people who say they are willing to receive ads in exchange for services or lower costs. MRI historically has been used mainly by advertisers and agencies planning print media buys such as consumer magazines, or as part of multimedia campaign strategies, but the deal with the DMPs
  • 21. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 21 will enable them to plan and target online users with key MRI audience segments, including their offline attitudes and self-reported behaviors. The segments are culled from MRI’s Survey of the American Consumer, a highly regarded single- source database used for U.S. media planning. Updated each year from more than 25,000 in- person interviews with adults, the survey provides insights into consumer demographics, media choices, attitudes and lifestyles, along with consumption of approximately 6,000 products in 550 categories. Among the other unique segments available to the DMP customers are: * “Purchase Researchers,” people who research electronic products before purchasing. * “Use Mobile Phone for Entertainment,” people who view their phones as a source of entertainment. * “Internet Banking,” people willing to use the Internet for daily banking transactions. * “Prefer Local and Nutritious Foods,” people who evaluate nutrition information at restaurants and prefer to buy foods grown locally. The Next Gen Apps Will Be All About You, But Will the Value of Highly Personalized Experiences Trump Privacy Concerns? By Scott Gillum. Published on April 01, 2014 Ad Age Digital Conference 2014 The Ad Age Digital Conference brings together 500 CMOs, agency leaders, media executives, venture capitalists, and startup founders with one agenda in mind: pushing the art and science of advertising and marketing into the future. Learn more I had a dream last night that I was hiking along a stream with my family. It was the same path we'd hiked and geocached dozens of times. Except this time, Siri's voice interrupted our hike and asked if we'd like to play a game. An app appeared on my phone, and using GPS, our hiking history and topographical maps of the area, it had created a real-time obstacle course, complete with a map, times to achieve and "land mine" rocks to avoid. The app had proactively invaded our routine hike by creating a totally new experience. When I awoke, I wondered if I had read about such an app, or if it was truly a dream. Concluding that it was indeed a dream, I knew the article that had inspired it. Earlier in the week, I had read about fitness apps that are personalized using individual goals and GPS technology. Next-generation smart apps have the potential to become an active part of our lives. By tracking and understanding our unique behaviors and habits, developers will be able to create apps that offer highly personalized recommendations and experiences. By 2017, Gartner predicts we are going to download mobile apps more than 268 billion times, and mobile users are likely to provide personalized data streams to more than 100 apps and services daily. Our mobile devices, which many of us carry 24/7, can track where we've been, what we've done and when we did it. They can listen in on our conversations and access data we have stored on the device -- and in the cloud. As a result, be on the watch for the following trends in the near future:
  • 22. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 22 The emergence of "small data." The value and functionality of your mobile device will shift from connectivity to data capture and transfer. In a sense, your phone will act as your own "black box," recording your daily activity, similar to a flight recorder. A listening mode on your phone. This feature will add a layer of richness to the data that is already being collected by third parties and enable apps to intervene with information, recommendations, etc. Highly personalized experiences. Apps will leverage multiple sources of data and, with artificial intelligence, begin to create experiences and recommendations in real time, much of it designed around our daily lives and routines. 4 Lessons on Brand Storytelling from Ad Age's Digital Conference By Dawn Papandrea, NewsCred Contributor NewsCred Blog | April 02, 2014 What’s a content marketer doing keynoting an advertising conference? Believe it or not, there is more overlap than you’d think! Held at Manhattan’s Pier 36, Ad Age’s Digital Conference hosted digital visionaries like General Mill’s Mark Addicks, E*Trade’s Liza Landsman, and celebrity restaurateur Mario Batali, who shared their thoughts on digital advertising innovation. Closing out the first day of the conference, NewsCred CEO Shafqat Islam shared his vision on content marketing and touched on many of the messages relayed throughout the course of the day’s panels and speakers -- brands need to find new ways to grab their audience’s attention, and more important, engage and nurture relationships with them. It’s all about trust: 78 percent of consumers believe brands providing content are interested in building good relationships. Brand storytelling does just that. Here’s a recap of NewsCred’s four ways to make brand storytelling – or content marketing – work for your brand: 1. Be authentic. Authenticity is the key to great storytelling. Only by being forthright can you earn the trust of the consumer, and you need to keep repaying them for their trust every day. Today’s consumers are savvy, and they can spot a sales pitch a mile away. That’s why it’s important to win their hearts and minds by telling the story of your brand’s bigger purpose. 2. Reach audiences where they are. Forget about the notion of “if you build it, they will come.” You have to seek your audience out where they live, whether it’s on social media, via email, or where they get their news. Content marketing is the connective thread that weaves together all of your marketing efforts, from social, to email marketing, to blogs. 3. If you’re going to try real time marketing, get it right. There have probably been more stumbles than triumphs when it comes to real time marketing efforts, and that’s because it’s complex. There’s no time to plan, and there’s no telling how the audience at large might react to something. However, brands can make a conscious effort to make real time marketing work for them by starting with quality content; implementing simple processes; and having the technology to help you manage it all. 4. Marketers have the power. More so than ever before, the marketing team is responsible for a large part of business growth. Consider this stat shared by Islam: Anywhere from 66 to 90 percent of the buyer’s journey is complete before a salesperson even gets in touch. Communicating with buyers every step of the way is vital, or they’ll take their attention and interest to your competitors. The big takeaway? Content marketing generates approximately three times as many leads as traditional marketing. It all comes down to the metrics, after all, which is why brands might want to walk away from the hard sell, and see the softer, more effective side of content marketing.
  • 23. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 23 How to Convert a Curious Researcher into a Paying Customer Posted March 21, 2014 We all know at any one point in time, there are millions of people searching, learning and sharing content online. When prospects are in this ‘early discovery’ phase, their minds are at their most open to connecting and receiving guidance from industry influencers like you! Here is a sure-fire strategy to catch these curious researchers at the perfect time, bring them into your network of influence, and mould them into prospects that are ready to buy. Social Media Marketing The great thing about Social Marketing is that you can attract the interested crowd before they even realise they’re interested! Here are three tips to help you leverage social media to draw in the curious crowd: Tip 1 – Right message, right platform, right time Consider your target market, and the best platform to engage them. Content is king, and context in queen. So make sure you’re putting the right message in front of the right people, on the right platform, at the right time (whoa that’s a lot of things to get right. But don’t worry, we’ve got you covered). Mindset is everything, when people are hanging out on platforms like Facebook and Twitter, they are typically in a ‘nostalgic’ mindset, looking back on photos, discussing events and news with their friends and families. This is great news for B2C companies looking to attract curious researchers investigating their lifestyle related product purchases (think kitchens, holidays, events, beauty products/services, cars). When prospects are viewing content on platforms like LinkedIn, they are in a professional mindset, that’s why businesses that operate in the B2B space typically enjoy a better result from their content marketing efforts there. Tip 2 – Take control of the conversation by taking them off social media It’s great to get your micro message in front of your prospects, but in most cases a micro message, means a micro influence. Use your Twitter! Update or post as bait to get the curious researcher across from social media, to your website. In order for a prospect to get the real answers they need, they know they’re going to need to veer away from the security of social media at some stage anyway. The key is to not try and answer their question in 140 characters or less, but instead demonstrate that you understand the problem they face and then let their curious nature do the rest. Tip 3 – Sharing is caring If you haven’t had a major focus on getting your blog content shared on social media before, I’m about to rock your world. It’s a pretty simple concept to get your head around, people usually like (or hate, but let’s not worry about that one today) people that are similar to them, these similarities include:
  • 24. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 24 The industries they work in (I have a disturbing percentage of friends involved in the digital/tech/advertising space, are you the same?). Their life stage/age/marital status Their spending habits/disposable incomes Goals and aspirations All of these attributes can influence what solutions a consumer may seek online, whether for personal or business reasons. If you can get half the job done by getting a curious researcher to your site, the battle is already half won as long as they influence someone on the quest for information. Having a really well thought out social sharing strategy for your content will help you spread your influence by getting those curious researchers reading more of your content, and going into the top of your sales funnel. Search Engines Being found on Google these days largely comes down to producing great content that addresses specific questions that people are asking, and does it well. Here are is the best way to attract curious researchers to your website and content via the search engines: Tip 1 – Be genuinely helpful There is nothing that brings a tear to my eye quicker than a company spending pointless hours pumping out low quality content that isn’t targeting searchers in the right stage of the buying cycle. Content needs to be developed in a way that addresses specific questions and problems that your consumer is facing at the very start of their journey, before they have engaged a company to help them out (when it can often be too late). Please, for my sake and yours, don’t try to sell anything when your gentle, curious prospects who are just looking for a little bit of free guidance, begin searching for content online. Ask yourself, what would I tell my mother if she was thinking about looking into purchasing (insert your product/service here) for the first time. Tip 2 – Connect your content to your Google+ account Google wants to deliver its users great content, we all know that, and as you’ve probably read, Google+ Authorship is their way of differentiating between industry experts and industry duds. If you’re writing content and looking to get it found in the search engines, a great way to make searchers click on your content over someone else’s is to have you Google+ profile connected, this is down to two reasons: The more high quality content you write, the more influence Google will deem you to have in your industry which will in turn move you higher up the search engine rankings for your targeted topics. Your image will appear next to your blog post, this significantly improves your CTR (click through rate), giving you a nice little boost in traffic to each blog post you write. Tip 3 – Make your article address a specific problem
  • 25. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 25 Skimming over lots of different topics in a single blog post, is a sure fire way to get ignored by the search engines. Articles that have 1500+ words almost always outperform more shallow explanations on the same topic. Google loves in-depth, detailed explanations on very specific topics that address exactly what the consumer is searching for. It’s good news for Google because they are providing their searchers with exactly what they’re after and it’s good for you because you are educating/influencing prospective consumers entering your market. Guest Blogging Guest blogging is a great way to get your content in front of a ready-made audience of prospects. Here are three tips to should consider when approaching websites requesting a guest blogging opportunity. Guest-Posting Tip 1 – Relevance There are a number of reasons I have listed this as the first thing to think about when guest blogging, if there is no relevance, there is no point. Even if there is a large audience, if they are not interested in what you’re writing about, are in the wrong stage of the buying cycle, or can simply not use the information you’re supplying them with, there is simply no point. From an SEO perspective, if the website you’re blogging for isn’t relevant to your niche, the additional authority gained from the link is going to be limited. Here is a mini checklist to make sure you’re on point with your outreach: Are these customers in an area I can service? Do they have the right level of knowledge for the article I’m writing? What stage of the buying cycle are these consumers in? What is the ideal outcome of me writing this blog post? Is it worth it? Simple stuff, but often overlooked. Take your time to find a guest blogging opportunity that is the fit for you and your content so you can make best of use of your efforts, the readers time (if you get through) and the editors time. Tip 2 – Website Traffic Levels There are so many articles you can produce in a given time period, so you need to ensure that the level of traffic is going to be worth the time it takes to write the article, simply put, is the juice worth the squeeze? There are tools out there that claim to uncover traffic levels, in my experience I’ve found these to be notoriously unreliable, and more trouble than they’re worth. Generally speaking, page rank and social media interaction is a good indicator of traffic levels. I use the Page Rank Tracker Google Chrome plugin when skimming over different sites to approach and it seems to work pretty well. Tip 3 – Other Factors
  • 26. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 26 There are a few other things to consider but are sometimes harder to gauge. Here is a guide to some other important factors to consider when selecting which blogs to approach. Social Media Network Check to see if these sites have a strong social media following and whether they regularly share their content to their network. This could mean thousands of extra prospects view your content. Subscriber List This one can be a little harder to work out, unless of course the site is promoting their high subscriber number to assist them in continuing to grow their list. Page Rank A higher page rank will generally give you a bigger boost in the search engines. Use one of the many free page rank checker tools, here is the one that we use: http://www.prchecker.info/check_page_rank.php Repeat Posts It is better for your SEO to have a couple of posts on a wide range of different websites, rather than having lots of links all coming from one. If you’ve been blogging a lot on one website, try to mix it up a little. Summary I had a lot of fun writing this article. It reminded me why it is that I love digital marketing so much. It is now better for your business than ever before, to be helpful, engaging and have personality! Why (and how) programmatic works at Kimberly-Clark Authors: Geoffrey Precourt, Source: Event Reports: ANA Media Leadership, March 2014 Summary This event report discusses how Kimberly-Clark first explored programmatic advertising. As a means of securing buy-in to this approach, especially from the firm's procurement department, the emphasis was initially placed on the cost savings it promised to deliver. The other main benefits included: achieving greater efficiency; optimizing messaging in almost real time; increasing viewability; and minimizing check fraud. However, brands must be willing to make an upfront investment – in terms resources, but especially in terms of time – to get the best out of this activity. Owning the data used and generated is also essential if marketers are to monitor progress in a thoroughgoing way. Article "Two-and-a-half years ago, Kimberly-Clark made the conscious decision to learn about programmatic buying." And that choice came with two conditions, according to Mark Kaline, the firm's global director/media, licensing and consumer services: "We had to be a little comfortable with being uncomfortable. "We were going to fail, we were going to do things wrong – but we were going to learn as we go." "We decided to jump in with both feet," he continued. "We saw on the other side of the fence." And, in spite of taking what was termed a "ready–fire–aim" approach, Kaline insisted that the trip was "well worth the journey."
  • 27. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 27 In the closing session of the Association of National Advertisers' (ANA) 2014 Media Leadership Conference, Kaline allowed that achieving "efficiencies" initially constituted the main appeal of pursuing a programmatic strategy. "They're kind of the Trojan Horse that gets you by the gates of procurement," he said. And, in fact, "We started off with a good story relative to cost savings, and with a bottomless supply of inventory out there in the digital world." But, in addition to efficiencies, there was the allure of "optimization – something that we saw as a value." The concept of operating "in as real time as you get" also offered the immediate prospect of "driving better cost-per-action … whether that's requesting a sample or a coupon or actually a buy- now." For Kimberly-Clark, it thus held out the promise of "tremendous" results on a number of measures. The 142-year-old organization has its roots in the American Midwest. And, at least partly because of that, Kaline allowed, it is sometimes "a very conservative company." It was thus noted internally that "real time" can mean very real risks, especially in a universe where placements are driven by automation. "You have to really watch where your brand shows up, because it can be attacked really very quickly if you end up in the wrong place at the wrong time." But, Kaline reported to the ANA delegates, the company – which makes brands like Kleenex facial tissues and Kotex feminine-hygiene products, as well as Cottonelle, Scott, and Andrex toilet papers – "found in the course of this two-year journey that programmatic has been a very effective marketing tool" for several reasons. These reasons, according to Kaline, include the following: "It leverages the bottomless supply of online/mobile inventory to drive efficiencies." "It offers the opportunity for optimization in near real time to drive more effective cost-per-action metrics." "It can increase viewability results." "It can provide a higher degree of protection to ensure brand safety and minimize check fraud." With that knowledge in hand, Kimberly-Clark and Kaline pulled together a set of four priorities that would guide its next set of programmatic experiences. 1) Transparency According to Kaline, programmatic demands upfront investments "in the cost of the technology, in the visibility of the rates we pay to our publishers, in the control of the agency FTE and margins to the people who partner with us and work on this, and the auditability of our contracts." 2) Data capture for optimization Kaline told the Media Leadership delegates, "One of our priorities – and there's no simpler way to say this – is that owning the data is very important." He cited two reasons for this: "We're able to see our clients not just run [ads], but actually learn as they go. "You can see the cost-per-action dropping as the buy runs." The result: "We're able to use our learning to fuel and kick-start new products. It's not something that's just 'one and done.' You nurture and sustain that learning by owning the data."
  • 28. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 28 3) Maintain a tight link to the brand strategy Kaline explained, "We wanted to make sure that [programmatic] didn't distance the brand from the other strategic work that our agencies were already managing. They're our partners in this … So we built a way of comparing it to keep it close." Ideally, he continued, the trading desk works as a strategic tool, not just as a buying tool. "And what we're finding is new ideas and creativity in terms of how we deploy our media and the tactics we take." 4) Flexibility and scalability In marketing, Kaline acknowledged, nothing lasts forever. And if any of its suppliers change – be it agencies or other demand-side partners – Kimberly-Clark wants the ability to unplug and keep playing. And that, he told the ANA assembly, translates into his fourth programmatic priority: "The other thing we wanted was the flexibility to create different models in different markets." In the "KC-owned solution" to programmatic buying, "we own the relationship with the demand- side platform, we own the data and we see everything. It's fully transparent." That ownership, however, doesn't exclude forming partnerships; it simply modifies the nature of these relationships. In part because "headcount is hard to come by," Kimberly-Clark simply doesn't have the in-house personnel to run the entire programmatic project, and so it has partnered with media agency Mindshare instead. Explained Kaline, "We made a conscious decision to say, 'Okay, as long as we own the goods, we trust you. And you can continue to run our other millions and millions of dollars of [ad] spend' … We have a deep trust in our partners." And, he added, that trustworthiness is fully rewarded. "Our contracts are structured with incentives for outstanding performance." For the last 30 months, the almost-in-house programmatic buying program at Kimberly-Clark has been up and running in North America. Added Kaline, "We also have deployed it in Europe, and we're actually in-house in Israel. And the program is likely to gain traction elsewhere: "Once you've built a case study, good news like this travels very fast, and we have a lot of interest from our other regions. And we're creating solutions for their markets." In terms of taking the theory of programmatic and putting it into practice, Kaline admitted that his team essentially solicited for volunteers among Kimberly-Clark's various business units, "asking a brand or two to be a pirate, to help test it out, to see if there's any truth to the [promised] sales lift and savings." And the process didn't start with pressing a programmatic switch. "It's like anything else: you invest more time upfront and you get better results on the back end. You put garbage in, you get garbage out. So, for instance, writing the rules for what you want the demand-side platform to do for a particular effort or a particular brand is very important. "You invest the time up front and you can actually see the results, and learn as they go. And then the data takes over." But, Kaline cautioned, oversight must be built into the operational management. "We do monthly check-ins on various brands that are running [programmatic] … We need to ask, 'Is there anything else we learned about the brand that we want to add to the rules in order to say that we're doing better?'"
  • 29. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 29 Despite this, he advised the ANA Media Leadership assembly not to over-manage. Instead, he encouraged marketers to let programmatic have a full and fair test before determining its long-term utility. "We're not just letting it run and not checking in on it, yet we're not hurting the whole organization by having daily checks-ins," he asserted. "Initially, there were ongoing meetings; that was just part of the evolution of the [system] until we got it up and running." ______________________________________________________________________________ _______ Kimberly-Clark insists on owning data 11 April 2014 Kimberly-Clark, the personal care group, believes brands should "own" certain core elements of the programmatic advertising process if they are to derive the maximum benefits from this activity. Mark Kaline, the firm's global director/media, licensing and consumer services, discussed this issue while speaking at the Association of National Advertisers' 2014 Media Leadership Conference. "One of our priorities – and there's no simpler way to say this – is that owning the data is very important," he said. (For more, including the main benefits of programmatic for brands, read Warc's exclusive report: Why (and how) programmatic works at Kimberly-Clark.) The primary advantage of such a model for the company, he continued, is that it is not reduced to simply watching ads appear, but can draw on the resultant information to, for example, tweak campaigns and messages. "We're able to see our clients not just run [ads], but actually learn as they go," said Kaline. "You can see the cost-per-action dropping as the buy runs." But the "KC-owned solution" to programmatic buying extends beyond the hard numbers to various other, more technical, pieces of the puzzle. "We own the relationship with the demand-side platform, we own the data and we see everything. It's fully transparent," Kaline said. As such, while Kimberly-Clark works on its programmatic efforts with media agency Mindshare, it retains control of several essential aspects of the process. Given the anticipated growth in the programmatic space over the coming years, it is likely many other brand owners will soon by grappling with the same issues. According to Magna Global, the media unit of Interpublic Group, the market for the programmatic buying of display ads attained a value of $7.5bn in America last year, some 62% of the worldwide total. The dollar figure is set to reach $17.5bn in the US by 2017, approximately 53% of revenues globally, as other nations – most of which are currently less mature in this area – begin to witness rapid growth. Data sourced from Warc Social Media: Just A PART Of TV Program Marketing by Wayne Friedman, Tuesday, Mar 25, 2014
  • 30. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 30 Social media and TV are good, but on-air promos are three times better -- especially for getting people to watch new shows. A new Council on Research Excellence study, from the Keller Fay Group and fielded by Nielsen Life360, makes that point. It also seems that social media, as many have said, isn’t spread equally among a broad range of demographics. “Social media definitely has become established as a second-screen for a select group of viewers [emphasis added],” said Beth Rockwood, senior VP for market resources at Discovery Communications and chairwoman of the CRE’s Social Media Committee. The study says the average consumer interacting with social media-related TV content skews 58% female, and 20% Hispanic, with a median age of 35. Overall, Hispanics over-index (143) compared with other demographic groups engaged with social TV among TV viewers. Facebook social-TV users skew female and Hispanic, and are aged 35 to 44. Twitter was found to be more evenly split by gender and among Hispanics and African Americans, and more skewed to the 15-24 and 25-34 age groups. Analysts had figured out much of this for some time. It doesn’t mean that social media isn’t valuable, but it seems useful for specific audiences at specific times. Take viewership of the average prime-time TV program-- around 55% to 60% female and 40% to 45% male. So male-targeted marketers will buy more heavily for prime-time and weekend sports programming. Social media is still the new shiny object of our fascination. But Rockwood’s comments put it all in perspective: It’s only a select part of the overall picture -- a small piece of the puzzle – in TV program marketing. To be fair, while on-promos are still king, they are surely weakening, because the networks have to deal with fewer ratings points when they air them. But the reason isn’t social media -- it’s because viewership numbers are affected by other kinds of distractions, including cable TV, syndicated TV, over-the-top video, general digital media, mobile usage, video game usage -- and possibly gazing into space when there is too much media and too little time for media consumption. No doubt, all these activities also cater to specific media consumer groups. Figuring out those metrics -- conflicting and otherwise -- is key to a bigger marketing story. Why Social TV Has the Power to Change the Media World as We Know It Published: April 15, 2014 at 6:30 AM PDT By Graeme Hutton If you were to ask me why social TV is poised to become one of the most important global forces in advertising over the next 10 years, it is because of its ability to challenge our industry’s fundamental notion of information overload. The term information overload was coined 40 years ago by the media visionary Alvin Toffler. However, we tend to think of information overload as a very recent phenomenon where, depending on which source you use, consumers in advanced media economies see between 1200 to over 5000 ads per day. The reality is that ever since the 1970’s media people have been fixated with the idea of how to create communications breakthrough for their brand in an ocean of advertising clutter. Social TV turns the industry’s deep-seated idea of information overload on its head. Rather than shun additional media interfaces and opportunities, today’s consumer actively embraces them.
  • 31. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 31 She grabs her smartphone or tablet and she creates her own media cornucopia: While watching TV via social media, she directly interrelates with millions of others watching the same TV show she adores. I recently asked young women who are social TV users of female-oriented drama shows such as Scandal and Pretty Little Liars how they interact with social media while watching the show. For these consumers, using Twitter while watching these shows doesn’t detract, it actually heightens their total experience. Rather than shirk multi-screen and multi-tasking, they revel in it. Younger social TV devotees are enthralled by the comments they see develop on their second screen. When I asked them if they did most of their social media commenting during the ad breaks, a typical response was: “ Oh no, if I did that I’d miss what everyone is saying during the show. It’s all over by the time the ads come on.” Why Social TV Is a Game-Changer In summary, I think there are three key reasons why social TV is a game-changer: 1. It is a consumer-driven phenomenon. According to the Council for Research Excellence, social TV has grown rapidly – its reach is now 49 percent per week among the under 55s. 2. Social media has become TV’s best friend. Only five or six years ago many digital experts were saying the internet would kill TV. But in fact, the exact opposite has happened. What’s more, we now know that TV and digital video advertising work powerfully together. 3. It affirms we are entering the Golden Age of Screens. The ‘70s and ‘80s of the last century were the golden age of TV, but then the disruptive force of the internet was unleashed. Now, two decades on, consumers move seamlessly between their smartphone, or their tablet and TV. We are truly in the golden age of a screen-based media economy. Yet for all my enthusiasm for social TV, I have to add a caveat: Be careful what you wish for! For example in the US, the Super Bowl is the granddaddy of all social TV and word-of-mouth marketing. This year, the Super Bowl reached over 130 million people in the US. Each year, the Super Bowl attracts 40 to 45 advertisers each willing to pay up to $4 million for a 30-second spot. Yet about 10 to 15 percent of these advertisers see no improvement – or worse a drop – in their word-of-mouth during the week after the game. It’s a battle for share of voice and it’s a battle for communications resonance with the consumer. In short, it’s not enough to rely on the ad itself to do all the work to build a brand’s buzz. Three Winning Ad Ingredients To help make ads work, we have found there are three winning ad ingredients: surprise – give people something to talk about, activation – give them something to do with the advertising, and cross-platform – let them see the advertising in more than one format. Social TV is often at its most powerful with in-program sponsorships and integrations. Here it is critical to: · Match the brand to the show, and also · Align the message to the audience. So for example, it isn’t enough to feature a car in an automotive TV show; typically, we need to ensure that car would pass muster with real car enthusiasts who watch that show and the advertising has to say something that emotionally resonates with them.
  • 32. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 32 If you can get these two overarching factors right – both the advertising winning ingredients and the program integration factors – the campaign lifts can be substantial. We can see lifts of +400 to +600 percent in lower funnel metrics in areas such as brand preference and first choice. The upshot is that there isn’t a one size fits all for social-TV related marketing. It must be customized to maximize the results. But like it or not, social TV is beginning to change the essential way media is being consumed and, in turn, the way advertising works. Graeme Hutton is SVP, Group Partner, Research at UM. Graeme came from the UK to the US in the late 90s, and his only regret is that he did not do it sooner! Graeme joined UM in 2006. At UM, he has engineered and activated a broad-based set of integrated communications and consumer insight tools which dovetail into the agency’s burgeoning arsenal of media research products and systems. Working With Google? You've Got to Embrace Co-opetition by David Rodnitzky, Yesterday, 3:36 PM Tuesday, Apr 15, 2014 Last week my 3Q Digital colleague Susan Waldes wrote a blog post exploring all the ways that Google is steadily encroaching on the turf of third-party campaign management companies like Marin Software and Kenshoo. Susan wrote: So, is Google trying to kill third-party platforms? I’m not sure if it’s premeditated or simply happenstance; inarguable is that the cost/benefit of the third parties is already radically diminished and trending to be more so. I have a slightly different take on this theory. First off, I don’t think Google is particularly focused on killing off third-party platforms – I think Google is generally focused on competing with anyone and anything online. Indeed, throughout Google’s history, the company has done a pretty good job of attacking other Internet players. I believe Google’s attack strategy started in the early days as a battle against Yahoo and AOL (by building a better search engine, better email, better news, and better maps), moved on to eBay (Google Checkout vs. PayPal, Google Shopping vs. Shopping.com, and Google Talk to beat Skype), then to Microsoft (Google Docs vs. Office), then Apple (Android vs. iPhone, Chromebook vs. Mac, Google Play vs. iTunes, Chromecast vs. Apple TV), and now Facebook (Google+). Along the way, the company has also made tons of investments in ad tech, mainly as a way to have control over what data advertisers see and to diversify revenue away from just search clicks. Examples include: Google Analytics (analytics), DBM (DSP), DCM (Ad serving), DS3 (campaign management), GTM (tag management), Wildfire (social media), Teracent (creative), Channel Intelligence (feed management), and a dozen other tools I’m probably forgetting. Put another way, if you want to have a digital business, you’re going to have to compete against Google. And given that Google now controls a lot of SEM, SEO, display, and email inventory, you’re also going to have to play nicely with Google as well. It’s a classic case of “co-opetition.” Given Google’s massive engineering resources and deep pockets, you might assume that Google can own any category it decides to enter. Yet as much as Google has had great success penetrating some new markets, it has also had failures along the way. I look at Google’s expansion successes and failures from two lenses – a B2C (consumer) and B2B (business) lens. On the consumer side, Google has won markets with two simple concepts: Build a product that is “good enough” vis-à-vis the competition, and then give it away for free or at a deep discount. Gmail beat Yahoo! Mail because it was better and free, Android has taken market share from iPhone because it is good enough and much cheaper, Chromebooks are way cheaper than PCs, and you can bet that Google Fiber (Internet service) will be better and cheaper than whatever your cable company wants to sell you. (Note that Google+ has not taken off, because Facebook is already free and the functionality of Google+ doesn’t seem to offer much of an incentive for consumers to switch.)
  • 33. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 33 The business side is a tougher play. Businesses care about three things: price, value, and trust. Google Analytics, for example, is much cheaper than Omniture (free versus tens of thousands of dollars a month) and is good enough for the majority of companies out there, but it requires businesses to “open the kimono” to Google by sharing all of their data. Big companies pay for Omniture in part because they just don’t trust Google with their data. The same is true – and will continue to be true – for campaign management tools. If a company is already hesitant to share Web analytics data with Google, you can be sure that they won’t jump at the chance to also share revenue and offline conversion data with Big G. Indeed, I spoke to the CEO of a third-party tag management company who was overjoyed to hear that Google has entered the tag management space. “It validates the market and will push many companies to go with someone other than Google,” he told me. The other trust issue Google has in the ad tech space is that some advertisers will always wonder where Google’s allegiances are – with Google’s profit or with theirs. Having the Google tech stack manage your (largely Google) online advertising is sort of like having the IRS file your taxes for you. I’m not insinuating that Google would purposely manipulate your ad spend to drive incremental profit for Google, but whenever you have a publisher managing your spend on its own platform, there’s definitely the potential for a conflict. For a lot of small advertisers, the “good enough” theory will apply; Google Analytics (for free) combined GTM (for free) with DS3 at a substantial discount over third-party campaign management tools may be a great solution. For bigger advertisers – especially those who have products or services that compete with Google – there will always be valid competitive reasons to stick to third-party tool providers. So will Google take away some market share from third-party tools? It seems likely. Will there continue to be a growing need for third parties? Absolutely. 4 comments on "Working With Google? You've Got to Embrace Co-opetition". R.J. Lewis from e-Healthcare Solutions, LLC commented on: April 15, 2014 at 3:54 p.m. Nice piece David. When Google got started they were the anti-Microsoft. MSFT had gotten so bid and unwieldy, and was quickly becoming "big brother". No one trusted them and the market was desperate for an alternative. Enter Google, who had everyone rooting for them from the start as the underdog. GOOG has now filled the role that MSFT used to fill, and the "do no evil" mantra just doesn't hold up when you continuously crush the competitors in most markets that you enter. The unintended consequence of achieving Google's stature of a giant is that no matter how hard you try, you will do evil to someone (at a minimum your competitors). Giant's can't walk down the street w/out stepping on others. Google wins on price (because most don't realize the price they are paying is their data - if the product is free, you are the product). They can often win on value (but not always), and the loose on trust. And trust is the most difficult thing to build. Erik Ford from Boost Media commented on: April 15, 2014 at 8:09 p.m. There's certainly visions of grandeur tied to an end-to-end stack and what that could mean for a marketer. However, as we known, marketing is a largely relationship-driven industry. Additionally various point solutions are different stages of product maturity and have spun-off specializations of feature sets tied to the specific verticals they find themselves in. What is interesting to me is ultimately what each company optimizes against tied to key objectives... e.g., publisher/network revenue, margins, new channels, customer stickiness through features and so on- David Rodnitzky from 3Q Digital commented on: April 16, 2014 at 2:10 a.m.
  • 34. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 34 R.J. and Erik, thanks for the comments. Definitely agree with you R.J. that it is hard to have your cake and eat it too when it comes to aggressive growth and trust (ergo my argument for the continued viability of 3rd party tools). And Erik, I also agree with you that the "one stop shop" solution always sounds great in theory but never seems to work as well as it should. Mikael Pettersson from adX Search commented on: April 16, 2014 at 10:19 a.m. Good article. Google's own tracking is up to two days late. AdWords optimization is about information in real-time, based on that it could be wise to use a third party tool that can offer it. My 2 cents, Mikael Segmentation Is The Key To Successful Sales, Profit And Growth By Patrick McGloin Tuesday, April 15, 2014 Over the past 30 years, life sciences and biotech organizations have developed a basic but predictable revenue model, which looks something like this: more sales executives + more products + more messages = more revenue While this model may have worked in the past, it is not the optimal path to profitable growth in the future. The ever-increasing need for efficiency and profitability is squeezing physicians and healthcare staff’s time, leaving them less time to spend with your sales team. These and other factors are leading to a dramatic decrease in sales rep productivity. Today’s life science marketer needs more precision in their marketing strategy to achieve profitable commercial expansion. It’s time to change the formula. The key to increased sales and commercial productivity is smarter segmentation and targeting. Start by developing buyer personas of your target customer(s) and their unique needs and behaviors. Buyer personas are a research-based model of your customer, which include demographic and psychographic profiles. This view of your customer helps to answer critical questions including: what goals drive their behavior, how they buy and what drives their buying decision. By involving customers in the process and creating buyer personas, organizations have tangible profiles of their most valuable segments. With buyer persona profiles, the sales and marketing team can gain alignment on the critical insights needed to reach their customer in the most impactful ways., Once you’ve embarked on a persona development effort there are three important considerations during the process. 1. Pick the right pool of customers and prospects Before conducting your research to inform your buyer personas, make sure you pick a pool of customers and prospects who are representative of the type of customer you want to have more of in order to scale your business. Ask critical questions like: Who truly needs my product – what makes them the perfect target? Are there enough customers who fit this profile to build a market? Can they buy my product? Be sure to address both access, and cost. 2. Conducting primary research
  • 35. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 35 Once you have identified the target segment(s), you need to validate and refine your communications strategy by conducting primary research. For this reason it is critically important to include in your research those who reflect successful buyers or those who you perceive to be potential buyers. Insights gained from this research will serve as a valuable decision making tool when crafting your sales and marketing strategy. Who you talk to in your research really matters. 3. Create a target strategy Once your buyer persona research is complete, influence levels will begin to emerge. Based on the needs, behaviors and decision-making process of your buyer personas, you can begin to align your sales and marketing strategy to most cost effectively access these customers with the right reach and frequency to have an impact. The result may be that your high-volume, ideal target audience is not the 30,000 doctors you originally thought, but only 6,000. These 6,000 doctors, however, are the profiles that will drive 80% of your demand, thereby dramatically increasing the efficiency of your sales outcomes with increased revenue and profitability. In this scenario, less is more. An insights-driven strategy + targeted sales team + the right product + the right message = more revenue. How Big Advertisers Are Using Next-Gen Messaging Apps Snapchat, Kik, Tango, Line and WeChat IPG Media Labs Offers Tips For Marketers Aiming to Cash In On Mobile Messaging By Mark Bergen. Published on April 15, 2014. "What in the world is WhatsApp?" Reuters echoed the question many in the U.S. were asking when Facebook acquired the mobile messaging app in February for a stratospheric $19 billion. WhatsApp was more familiar to the rest of the world, where it had built a bulk of its estimated 450 million users -- and where other competitors were gaining steam. Each began as "over-the-top" applications to avoid texting charges, but they've quickly blossomed into vibrant social media portals that are robbing users from Facebook and Twitter. WhatsApp, the largest of the apps, appears to be sticking to its committment to avoid ads. Yet five of its sizable competitors have opened up to marketers. They're all unproven. And overall, the apps collect far less data than social networking sites. "Some of them actually pride themselves in not collecting it," said Etyan Oren, director of partnerships at IPG Media Lab. Despite their hurdles, the apps have growing and tantalizing user numbers that are drawing brands to experiment with the evolving platforms. Today, IPG is out with a new report detailing the best practices for brand marketers on the platforms. Here's how some of the world's largest ad spenders are tip-toeing into the mobile messaging waters: Snapchat On Monday, Taco Bell, an early Snapchat adapter, announced it would premiere its newest taco on the popular ephemeral app with a short movie, a first for Snapchat. By letting companies create pages as regular users, Snapchat allows brands toy around with its playful format. McDonald's recently leapt in with superstar LeBron James. But IPG cautions that the app offers "no analytics beyond seeing the number of followers."
  • 36. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 36 Kik The three-and-a-half year old service, out of Canada, is less well-known, but IPG is a big believer in its potential. Its user base, roughly 125 million, skews young. Unlike other apps, it is built in HTML5, which allows chatting and sharing to stay inside its own browser. So Kik is positioning itself as a competitor to other chat apps, as well as Google Chrome and Firefox. Brands, the IPG report says, "are already on Kik" -- their web content is readily available. IPG launched a campaign with Kik and Syco/Columbia Records to bring fans of the boy band One Direction onto the app. In its first three months, the effort netted 956,800 installs and over 2.4 million visits to a Kik chat room with the band. Tango In December, Twitter's mobile ad network MoPub unveiled an in-stream native ad product to run with Tango, the U.S. app with some 200 million users. Supercell, makers of the mobile video game Clash of Clans, and Dunkin' Donuts have bought space for app-install ads inside Tango. IPG calls it the "blingiest" of the apps, with lively animated stickers gracing the screen. But unlike Kik and Snapchat, which require intensive design and creative efforts, Tango is can be a cheaper platform, said IPG. And thanks to a recent influx of cash from Chinese e-commerce giant Alibaba, Tango is poised to expand internationally. Line One Direction aren't the only heartthrobs making use of these apps. Sir Paul McCartney has released eight schmaltzy stickers on Line, where he has some 10 million followers. Sharing and sticking the former Beatle's likeness comes at $1.99 a pop. Line, which is dominant in Japan, has
  • 37. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 37 over 500 such sticker characters, whose sale -- together with in-game purchases -- raked in $338 million in revenue for Line's parent company in 2013. This month Line will open up a market for anyone to sell stickers. Over the weekend, the company trumpeted ambitious plans to hit one billion users by 2015. Burberry: WeChat A/W14 Show Experience WeChat China's popular app is not just a chatting tool. It has ventured into e-commerce and, with Tenpay, the payments service from parent company Tencent, mobile money. Major brands like Burberry and PepsiCo have launched campaigns on the platform. McDonald's ran a "Big Mac Rap" contest. WeChat is wary of turning off users with excessive sponsored content, and its private group chats can keep brands in the dark about feedback. But IPG predicts the app will expand further into online-office retail connections -- and further westward. "A lot of these companies are gearing up to make a big push in the U.S. market," Mr. Oren said. "That has all the other apps on high alert." Twitter Offering 15 New Ad Types Written by Michael Levanduski April 8, 2014 # 4:40 pm As the battle for the ever growing mobile advertising dollar heats up, Twitter has just announced that they will be offering 15 new types of ads for marketers to take advantage of. The ads will become available over the next six months, with the first of them being released in the coming weeks. The first new type of ad is designed to encourage users to download apps through Twitter. This is a clear move to attempt to bring in the lucrative gaming advertisements, which up to this point, haven’t invested much into Twitter advertising. The app install style of advertising is also popular with a variety of other industries, and it has been very successful for Facebook. Over the past year alone, Facebook users have downloaded more than 245 million mobile apps after following ads displayed on the social giant. In addition to the extra add options that are going to be available, Twitter is also looking for ways to increase their users engagement with the ads on their site. Using a “click-to-call” button, for example, is something Twitter has been testing for some time. They are reportedly in talks with Stripe Inc, an online payments processor, to allow users to begin purchasing goods directly through Twitter. Twitter will be giving more specifics on other advertising options that will be rolling out in the future over time as well. One thing they have clarified, however, is that Twitter users won’t be overwhelmed with new advertisements. Twitter has said that they will always put the user experience first, and that the main timeline won’t be filled up with advertisements, just to try to bring in additional revenue. It is likely that Twitter will limit the number of ads each user sees on a specific screen in order to maintain an attractive user interface, and not push their customers away. Written by Michael Levanduski
  • 38. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 38 Michael Levanduski is the assistant editor of Performance Markting Insider. He fell into the world of freelance writing several years ago quite by accident, but knew quickly that it would be something he loved from then on. He has been honing his craft ever since. In addition to writing about performance and internet marketing, Michael enjoys researching and writing on a wide range of different subjects ranging from dog training to current events and just about anything else you can imagine. Michael was born in Grand Rapids, MI where he still lives with his wife and three children. The Death of CPM Brian Barnum Written on Apr 15, 2014 ADOTAS As the success of ad tech has continued to surge in the past year, one of the questions that has been on everyone’s mind is: Are the old metrics still working? In general, the consensus seems to be “no.” As user behavior changes, our understanding of how to measure to success is shifting accordingly. This also impacts how we think about the value of display ads and how we should pay for them. One of the biggest rocks we have to move is whether or not we should continue to measure and pay for impressions the same way. Currently, advertisers purchase impressions by the thousand, which is why our standard unit of measurement is CPM. Implicit in the CPM metric is the assumption that advertisers need to buy impressions by the thousands so that their ads will reach just a few potential buyers. The idea is that if you reach enough people, you’re bound to at least get a few conversions. As has always been the case with advertising, you’ve got lots of opportunities to hit eyeballs, but no guarantees about how many will convert to buyers. Essentially, trying to reach a potential customer with display advertising is like looking for a needle in a haystack. The problem is you’re not just looking in the haystack – you have to buy the whole haystack first. In other words, you’re charged for every thousand impressions, even if you only reach one (or zero) possible buyers. Working Within the Limits For B2B, this is an unreliable tactic but historically, this has been a reasonable gamble for B2C. There are many potential consumers out there and it’s much easier to drive a sale. (Purchasing Oreos doesn’t require that much deliberation.) On the flipside, that’s why we never saw many B2B commercials on TV or full-page displays in magazines: The likelihood that you’ll catch a potential customer in a wide net is much greater for B2C than it is for B2B. But even B2C companies have leveraged different types of targeting, and as technology improves, our ability to target is growing exponentially. Advertisers, especially those in B2B, have the ability to choose quality over quantity and they are willing to pay for it. The metric that matters to them isn’t “how many thousands of people saw my ad.” It’s “how many of the right people saw my ad and furthermore, did they engage with it?” Since it’s easier than ever to focus on quality, CPM is no longer a metric that advertisers can feel comfortable bragging about. After all, having to admit that you reached 999 of the wrong people isn’t too impressive. Ending the Ambiguity Of course the fact that we know we’re reaching the wrong people is a breakthrough. After over a hundred years, the old adage from John Wannamaker, “half my marketing dollars are wasted; I just don’t which half” is no longer accepted as a necessary truth. CMOs, CEOs and of course, CFOs, want to know how effective advertising spend is, and whether or not it’s actually helping deals close.
  • 39. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 39 With programmatic technology and third-party data, the level of detail is finally available. But the question is: How SHOULD we pay for ads now that my audience is far less random? As a CFO asked to approve advertising, I want to know the ads are creating value and part of the cost of sale. I don’t want to buy a haystack, and I want to see metrics that tell me more about the success of my programs and the growth of my business. I’m not alone in this, and the economics of advertising are in fact shifting. Because we’re now have the technology to target the specific customers we want, it follows that we should only have to pay for that segment. We’re willing to pay for quality, so we need a model that enables us to do that. As that model begins to take off, it may kill off CPM for good. This is especially true in B2B, where long sales cycles require continuous engagement. Running one campaign won’t have much of an impact on overall decision-making. No matter how many impressions I buy, it’s very hard for me to connect ad spend to deals that are closing. Understanding the Goals It’s starting to take shape, especially in B2B. You’re trying to build relationships and consensus within a specific account over a period of time. Alternatively, in B2C, you’re trying to make sure that a particular message reaches as many people as possible. In B2B, if your message reaches as many people as possible, 85% of them will likely be consumers who are of little value to your business. What you want is to know that you’re talking to the right audience, delivering the right message at the right times throughout the sales cycle and building a relationship throughout. Whereas once you had buy thousands of impressions to reach only a few, now it seems fair that you should be able to pay based on who you’re trying to target and what you’re trying to achieve. New Measurements Once you’ve allocated budget to deliver messaging to a particular target, our success metrics are no longer ambiguous. Furthermore, the seamlessly integrated into our overall evaluation of broader marketing programs. We look at: Engagement: Has the targeted account visited my site more, and consumed more pages while they’re there. Conversions: Have they moved to the next phase of buying cycle via hand-raise, RFP or booking a meeting? Stakeholder awareness: As the team moved through the pipeline, do they demonstrate an understanding of the messages they’re received. Pipeline growth: Ad activity can be measured against CRM data to determine whether ad budget has to be properly allocated to accounts that are driving value. While this shift can feel uncomfortable to people have been doing things the same way for years, the work will ultimately pay off. Publishers and media buyers will be able to deliver better value, brand advertisers will have the power to directly impact growth and continually optimize their programs, and of course, CFOs will be more than happy to approve ad budget because they know they’re getting needles, not haystacks. Innerscope Wins Award For Research Paper on TV Vs. Online Consumer Engagement by Val Brickates Kennedy, Thursday, Apr 10, 2014
  • 40. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 40 Consumer neuroscience specialist Innerscope Research Inc. has received the Advertising Research Foundation's "Great Mind Award" for its research paper on a how audiences emotionally engage with online versus televised content. The paper, "Leveraging Synergy and Emotion in a Multi-Platform World: A Neuroscience Informed Model of Engagement," was recognized by ARF's Journal of Advertising Research as best paper for 2013. The award is given for contributions to the field of advertising theory that hold the greatest potential for impacting advertising practices. So what did Innerscope find out in its study? Namely, that viewer emotional engagement was higher when an unfamiliar brand was seen first on TV rather than online. "Increased engagement translated into a nearly threefold advantage in post- exposure brand resonance, a biometric measure of brand equity. The results also inform synergistic media planning to maintain brand equity with television while enhancing brand engagement within related online content," Innerscope explained in a release. The study was conducted with Fox Broadcasting, whose VP of sales research and marketing is listed as a co-author of the paper. One Awesome Interview Technique to Start Using April 03, 2014 Eventually almost every interview turns into a question-and-answer session. You ask a question. The candidate answers as you check a mental tick-box (good answer? bad answer?) You quickly go to the next question. And the next question. And the next. We all do it; there's only so much time and yet so much ground to cover. Besides, the more questions we ask the more we learn about the candidate. Or not. Instead of hurrying to the next question, the best interviewing technique is to listen slowly. In Change-Friendly Leadership, management coach Rodger Dean Duncan describes how he learned about listening slowly from PBS NewsHour anchor Jim Lehrer: Duncan: He urged me to ask a good question, listen attentively to the answer, and then count silently to five before asking another question. At first that suggestion seemed silly. I argued that five seconds would seem like an eternity to wait after someone responds to a question. Then it occurred to me: Of course it would seem like an eternity, because our natural tendency is to fill a void with sound, usually that of our own voice. Lehrer: If you resist the temptation to respond too quickly to the answer, you'll discover something almost magical. The other person will either expand on what he's already said or he'll go in a different direction. Either way, he's expanding his response, and you get a clear view into his head and heart. Duncan: Giving other people sufficient psychological breathing room seemed to work wonders. When I bridled my natural impatience to get on with it, they seemed more willing to disclose, explore, and even be a bit vulnerable. When I treated the interview more as a conversation with a purpose than as a sterile interrogation, the tone of the exchange softened. It was now just two people talking...
  • 41. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 41 Try listening slowly in your next interviews. (Not after every question, of course: pausing for five seconds after a strictly factual answer will leave you both feeling really awkward.) Just pick a few questions that give candidates room for self-analysis or introspection, and after the initial answer, pause. Don't worry, they'll fill the space: with an additional example, a more detailed explanation, or a completely different perspective on the original question. Once you give candidates a silent hole to fill, they'll fill it, often in unexpected and surprising ways. A shy candidate may fill the silence by sharing positive information she wouldn't have otherwise shared. A candidate who came prepared with "perfect" answers to typical interview questions may fill the silence with not-so-positive information he never intended to disclose. And all candidates will open up and speak more freely when they realize you're not just asking questions -- you're listening. And you'll turn what often feels like an interrogation into what it should be: a conversation. Research Report How Advertising Performs in a Social Media World Master best practices for integrated marketing communications between advertising and social media. Intelligent ads. Yes, someone has to pay for the free apps, and advertisers will be at the ready. As the apps get smarter, so will the marketers. Ads will appear at the right time, with relevant offers based on your interests, past buying behaviors and preferences. Some will be rewards based on certain behaviors, and other offers will serve as incentives. Think of the convenience of having an app on your phone listen in on conversations when you're traveling abroad and translate, in real time, to the local dialect. Or, as in my dream, the value of taking a routine outing and creating a totally new and highly engaging experience. Of course, progress comes with a cost. Increasing the availability of personal data also increases the threat of those who would like to get their hands on it without your knowledge or approval. In fact, such security threats will slow the progress of this smart-app generation. We will see improved security built into devices and apps, such as Glimpse. The question that will remain for many of us is, to what extent will we invite smart apps into our private lives? Given our concerns, can personalization create enough value to outweigh the risk of revealing too much about ourselves? Will we be comfortable with apps that are really "all about us"? Facebook Connectivity Lab to use drones, lasers and satellites to deliver internet 11 hours ago March 28, 2014 3:53PM
  • 42. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 42 Facebook’s vision of how it will bring internet to remote parts of the world involves solar drones, lasers and satellites. Source: Supplied FACEBOOK is giving more details about its effort to connect remote parts of the world to the internet — and it involves drones, lasers and satellites. CEO Mark Zuckerberg said Thursday that Facebook is hiring “key members of the team” from Ascenta, a U.K. company whose founders created early versions of the world’s longest-flying solar powered drone. Zuckerberg also unveiled the Facebook Connectivity Lab. The operation will employ the Ascenta hires as well as hires from NASA’s Jet Propulsion Lab and Ames Research Center. The lab’s goal is to bolster Internet.org, the Facebook-led project that aims to connect the more than 70 percent of the world’s seven billion people who are not yet online. All of Us The announcement comes days after Facebook announced a $2 billion deal to buy virtual reality startup Oculus. MORE: FACEBOOK ENTERS THE WORLD OF VIRTUAL REALITY Zuckerberg has said that access connectivity is not the main obstacle to getting the world online. He noted at the Mobile World Congress wireless show in Barcelona, Spain last month that more than 80 percent of the world’s population live in areas with 2G or 3G wireless access. More important, he said, is giving people a reason to connect: basic financial services, access to health care information and educational materials. Facebook’s acquisition of a company called Onavo last fall also fits with Internet.org’s vision. Onavo develops data compression technology, which helps applications run more efficiently. This is especially important in developing countries, where people have access to much slower internet speeds. Google Inc., which is not a part of the Internet.org effort, launched a similar undertaking earlier this year with the goal of getting everyone on Earth online. Called Project Loon, the effort launched internet-beaming antennas aloft on giant helium balloons. Brazil reaches digital tipping point 21 March 2014 NEW YORK: This year will be a tipping point in Brazil as more than half the population goes online with a subsequent boost for ecommerce, two reports have said. Insights provider eMarketer predicted that 107.7 million Brazilians, or 53.1% of the total, would be using the internet during 2014, up from 49.3% a year earlier. This proportion was expected to increase to 59.5% by 2017. It noted that in other markets, passing the 50% marker typically led to a growth in ecommerce and mcommerce as well as the blurring between online and offline media. But, initially at least, Brazilian consumers are more likely to be e-browsing than e-shopping. eMarketer said that while almost 72m would be looking for products and services online, less than half that number would actually complete purchases. Figures from market research firm Ystats were slightly higher, as it said more than 40m were already shopping online in the first half of 2013 with the total expected to pass 50m by the end of the year.
  • 43. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 43 Its observation that price comparison websites were especially popular, with the highest ranking site having more visitors than the sites of top retailers, lends weight to the view of Brazilians still being at the browsing stage. When they were buying, the leading product categories were household appliances and fashion items. Ystats further noted that domestic players such as online marketplace MercadoLibre, online retail business B2W and price comparison site Buscape held strong positions within the market but were being challenged by international names such as Wal-Mart and eBay, attracted by the potential surrounding this year's FIFA World Cup and the Olympic Games in 2016. The effect of those events will be felt beyond Brazil itself. "The region is living a huge moment and this is being reflected in a positive way by advertising investment," Alejandro Rosado, associate strategy director at Starcom MediaVest Group, told last year's Festival of Media LatAm in Miami. (Warc subscribers can read a full report: Media trends in Latin America: Mobile, outdoor and digital.) He too expected that 2014 would see "movement of global clients" in the direction of multimarket initiatives, as they sought to "impact not only the entire region but the world with a single strategy and message" during the World Cup. Data sourced from eMarketer, PR Newswire; additional content by Warc staff The Future of Online Publishers: Three Key Trends by Anto Chittilappilly, Tuesday, March 25, 2014 Last month, a spotlight presentation at the iMedia Brand Summit highlighted a programmatic success story, which got me thinking about the future of online publishers. New measurement techniques and technologies have emerged that are changing the way the online display advertising and search markets work for both advertisers and publishers. Let’s take a closer look at this changing playing field and what it means for publishers. Brands are organizing around omnichannel strategies. As brands continue to focus on their omnichannel strategy development, one of the biggest challenges they face is connecting customer interactions across all channels, from online to offline, across email, social, web and mobile. The purpose of omnichannel marketing is to deliver personalized, contextually relevant experiences across every channel and device through which a person interacts with a brand. For publishers, supporting omnichannel strategies means being able to provide marketers with a comprehensive, holistic view of advertising touchpoints delivered per individual, whether it occurs on a website, social network, mobile device or any combination thereof. Moreover, publishers can further increase the value of their inventory by fine-tuning the way their content is delivered across channels, and by creating more innovative options for advertisers to choose from, such as delivering creative on emerging channels, providing time of day/day of week packaging, creating messaging continuity across devices and delivering cross channel analytics to attract higher advertising spends. Cross-channel measurement has evolved. Advertisers are becoming much more savvy about how they measure and optimize digital performance. Marketers are increasingly shying away from upper-funnel metrics that fail to demonstrate accountability, such as impressions and clicks, and instead looking towards lower- funnel metrics, such as conversions and revenue.
  • 44. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 44 As advertisers increasingly demand more sophisticated, accurate, bottom-of-the-funnel metrics to assess performance, publishers that sell inventory on a direct basis will need to step up their analytics offering to show the measurable impact they are delivering. By providing audience-level analytics, engagement metrics, the ability to integrate with advertisers’ cross channel attribution systems and a provision for advertisers to scale up their spends in real-time based on performance, publishers and ad networks will truly differentiate themselves and be better positioned to attract more advertising dollars. Investment in DSPs and RTBs is on the rise. In addition to buying directly from publishers, marketers are increasingly relying on demand-side platforms (DSPs) and real-time bidding (RTB) tools to manage and optimize their search and display advertising. Programmatic buying companies like Criteo and Rocket Fuel are providing enhanced value to advertisers by providing deeper audience intelligence and replacing last-click conversion data with far more useful, fractionally attributed metrics that advertisers want to optimize for, like revenue and conversions. In order to make their businesses successful in a DSP and RTB-enabled world, publishers must move beyond traditional impressions and clicks and provide advertisers with progressively more useful and insightful audience data, analytics and optimization. Since the true differentiation in programmatic buying is efficiency in audience segmentation, the game is no longer about the volume of visits a publisher-website offers, but the quality of interaction and the measurable impact generated for the brands that advertise with them. The online advertising ecosystem is evolving—and fast. Now is not the time for publishers to be complacent. Instead, they must innovate and respond to evolving advertiser requirements. The Promise of Wearable Technologies Mary Hamilton, Managing Director, Accenture Technology Labs March 7, 2014 Until now, workers have been forced to set aside their main tasks when retrieving data. Mary Hamilton tells us how wearable displays are changing all that. As a Midwesterner, it must have been something of a shock when Tech Labs transferred you to California. The biggest change for me was moving from Chicago to Silicon Valley in 2008. I’d been with Accenture for 10 years, but my earlier life in the Midwest and on the East Coast didn’t entirely prepare me for the different feel out here. There’s something about the pulse of the place and the new ideas that are constantly surfacing to make life more convenient. Localization and personalization services are sprouting all over. Some of the best ones are food related, like Yupeat, which offers a daily recipe and then picks up all the groceries for you to make it, or Munchery, which provides same-day delivery of gourmet meals made by local chefs. Or transportation-related ones like Uber, Lyft or Sidecar, which have revolutionized the taxi and ride share industries. You recently announced an exciting proof of concept with Google Glass, which is a consumer technology. Is this a big change of pace from what you usually work on at Tech Labs? It's not that much of a change of pace, because we actually do work with a number of cool consumer technologies. People at Tech Labs spend a lot of time looking at technologies that were first intended for a consumer audience, like Google Glass, and making them work for the enterprise.
  • 45. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 45 A lot of this is seeking ways to help workers become more productive. My colleagues and I are really interested in how work gets done and how these new tools can help. Can you give an example of past tools that you’ve worked on, that are used by workers today? Well, around 2005, we were doing a lot of work that anticipated today’s cloud environment. A lot of people came to the realization that running applications was just as easy in the browser as on the desktop. Since then, we’ve worked with a number of tools that are now widely available, such as Web tools for videoconferencing and social collaboration. It’s exciting to see technologies we’ve had a hand in developing that are now in routine use today. One personal favorite of mine is Double Robot, a reasonably low-cost “virtual double” that combines a standard iPad with a drivable base that can be controlled remotely from an application or another iPad. My favorite use for it was when I gave a keynote presentation to 200-plus people in Chicago from my location in San Jose. I rolled up on stage and was able to see and react to the audience in a reasonably natural way. How did you get started with the Google Glass project? We had a great opportunity to work with Philips, which is a medical testing client and a global leader in patient monitors. They had the healthcare software, and we had access to one of the early-stage Google Glass devices and the ability to integrate it with their software. So building on that combination, we’ve worked with Philips to demonstrate ways in which Google Glass can be used in the operating room. For example, by checking the Google Glass display, surgeons can get updates on a patient’s vital signs while still looking directly at the patient. Besides easing workers’ access to data, how else can technologies like Google Glass help? We’re very excited about the potential for wearable technologies like Google Glass across a whole range of industries. We believe they’re the next big leap forward in improving workers’ efficiency and safety. For example, a worker dealing with a problem on an oil rig could use Google Glass to pipe in an expert at a remote location, who could then view the problem through the worker’s field of vision, and give instant advice on how to fix it. Workers who go to the scene to capture data about the problem won’t have to waste time leaving the scene to interpret the data, or to get help. Wearables can also be used as a tool to speed up workers’ learning. Apprentices can work on their own projects much more quickly if they can get their supervisors’ opinions remotely by sharing their field of vision. What about the retail space? Can wearables help there too? Oh, absolutely. In fact, there’s another benefit to wearables for smart retailers. They can potentially use them to improve their engagement with the customer. How would that work? Well, if a retailer has a big sale, and a customer is in the store viewing a sale item through an app that reflects their personal profile, they might see a customized explanation of the product’s technology that accurately reflects their own level of technical expertise. Or they might see different pricing information based on their own personal buying history. What are the lessons you’ve learned from working with Google Glass?
  • 46. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 46 I’ve learned a lot about what you might call the “form factor” – what a given technology can and can’t do. For example, tablets and smartphones can do a lot of similar things, but wearable technology has an added level of benefit in many areas. Beyond making access to information handsfree, Google Glass offers a seamless way for real-time sharing of a worker’s field of vision. It’s exciting to think about all the potential applications it could have. What do you value most about working at Tech Labs? I think it’s having the opportunity to work with brand-new technology, much of which hasn’t even hit the consumer, and yet we’re already finding cool, new ways to use it to help our clients and their workers. Plus, there’s something exciting about the feel of San Francisco, where you can walk the streets and see people using new technologies like Google Glass all the time. I guess I’m just a nerd at heart. Mindshare and The Weather Company Partner to Bring Weather Insights to Real-Time Marketing Partnership Brings Actionable Insights for Mindshare Clients April 17, 2014 09:15 AM Eastern Daylight Time BUSINESS WIRE Mindshare North America and The Weather Company announced today a formal, non-exclusive partnership whereby The Weather Company’s WeatherFX data platform is leveraged by Mindshare to inform media decisions with real-time weather insights and triggers. “There is a clear correlation between weather and purchase decisions in many categories. Every day, people make a myriad of choices based on current and forecasted weather conditions, from what type of food or drink to consume, where to shop, to planning vacations” “There is a clear correlation between weather and purchase decisions in many categories. Every day, people make a myriad of choices based on current and forecasted weather conditions, from what type of food or drink to consume, where to shop, to planning vacations,” said Bob Ivins, Chief Data Officer, Mindshare North America. “Linking TWC’s current and predictive data with algorithmic research findings related to weather-related behavior allows us to shift relevant media to the right person in the moment it will resonate most. This gives us and our clients a clear edge in real-time paid media.” Weather Data and THE LOOP WeatherFX, The Weather Company’s weather-informed marketing platform, allows the agency to anticipate and react to dozens of local weather conditions across thousands of locations throughout the country simultaneously. The data is plugged into “THE LOOP,” Mindshare’s proprietary operating system that serves consumer insights in real time that teams act on to “close the loop” of owned, earned, and paid media. Weather data fed through “THE LOOP” spans all weather conditions, as warm, sunny days can move business as much as inclement weather–albeit in different ways and for different products or services. “We know how frequently weather is a story or plays a role in a story, and are looking forward to partnering with Mindshare on media planning via weather. We know this is a proven strategy and that brands will see significant results from this effort,” said Curt Hecht, Chief Global Revenue Officer, The Weather Company.
  • 47. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 47 Mindshare experts analyze the impact of weather factors on marketing to shift paid, create owned, and amplify earned media in order to put brand messages in front of consumers when they are most apt to be receptive to a marketer’s message. This includes guiding Mindshare clients’ spends across The Weather Company platforms, including The Weather Channel, weather.com, Weather Underground, and The Weather Channel apps for smartphone and tablet. Weather conditions play a uniquely important role in marketing plans and the partnership promises to bear strong marketing outcomes for the brands in Mindshare’s client roster. The Weather Company’s success with WeatherFX as a key platform for marketers was substantiated when Weather was recently named to Fast Company's list of “World's Top 10 Most Innovative Companies in Big Data.” “THE LOOP” is the physical manifestation of Mindshare’s new way of working and thinking about building brands. It is the first tool of its kind to impact not only earned and owned but paid media, as well, whereby media dollars can be quickly shifted and redeployed to leverage opportunities uncovered by the data. What Is the Future of Proximity Marketing? APR 18, 2014 eMarketer Retailer uptake of new proximity platforms will be limited to small-scale tests in 2014 Embattled by stiff online competition, brick-and-mortar retailers are looking to the internet for inspiration to improve the in-store experience. Online cookies, pixels and social logins track the shopper across the web, offering insights that ecommerce sites in turn rely on to advertise and merchandise effectively. A slew of new proximity platforms offer comparable tools for brick-and- mortar retailers, according to a new eMarketer report, “Proximity Marketing in Retail: Can Ecommerce Tactics Revive Brick-and-Mortar?” Although aspects of proximity marketing—targeted marketing with a geographic radius of roughly 100 meters—have been in place for nearly a decade, the field is still new enough to make it extremely difficult to forecast. Its uptake depends on two overarching factors: retailer interest and consumer acceptance. Right now, the only thing that everyone agrees on is that 2014 will be filled with small-scale tests to see whether the latest generation of proximity platforms can significantly improve the shopper experience and the retailer’s bottom line. Beyond that, opinions are split. On the bullish side, some foresee a radically transformed environment in which the world is, in essence, a personalized and interactive catalog to be browsed and shopped with a smartphone or wearable device. At the other end of the spectrum are those who expect the widespread testing of proximity platforms to show
  • 48. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 48 them unready for scaling and hampered by fragmented services, operational complexities and consumer reservations about privacy. Although cautious about beacons, David Edelman, partner and global co-leader of the digital marketing and sales practice at McKinsey & Company, is bullish on how the whole range of proximity platforms could transform commerce. In an April 2013 article he co-authored, Edelman described a future in which any object, or even any advertisement, could trigger proximity marketing and direct-response mcommerce. Notably, though, this scenario could help manufacturers and ecommerce players reach consumers directly while potentially bypassing brick- and-mortar retailers. Proximity platforms could also transform digital out-of-home, or even traditional billboard marketing. iSIGN’s Bluetooth- and Wi-Fi-based product already can send rich media to phones in conjunction with signage, and it requires no preinstalled app. Other possible applications abound. Bus stops, sporting arenas and events are all areas where beacons or even near field communication chips could create multichannel campaigns outdoors, essentially turning a poster with a beacon into a palpable real-world portal into the ecommerce realm. On the other hand, operational complexities and opt-in requirements could stall widespread marketing via beacons for years. Without the infrastructure to link CRM systems to planograms, large retailers won’t be able to provide a user experience notably different than what’s possible through existing digital media. With all of the challenges around data integration, the huge task of fully integrating planograms, inventory and CRM may take a backseat. A December 2013 survey by Experian Data Quality showed geolocation data as a relatively low priority for data management decision-makers in the US and key European counties, with only 20% of respondents listing it as the most important data priority. Read more at http://www.emarketer.com/Article/What-Future-of-Proximity- Marketing/1010770#SJcZs97RgylkA86U.99 Content Marketing: What NOT To Do by John Miller, Friday, March 21, 2014 There are a lot of people out there engaged in content marketing. According to the Content Marketing Institute, 93% of B2B marketersare deploying content marketing as a strategy. Quite clearly, not all of those firms are doing it well; there’s a glut of poor content. Obviously, marketers are not setting out to produce poor content. Many are simply having a hard time breaking away from the old muscle memory of traditional marketing. We’ve been trained to do things a certain way, and now we’re trying to do them completely differently. So, in an effort to help you smooth out the process, here are some things not to do when launching your content marketing effort: Don’t talk about yourself. It’s been said that social media is a cocktail party; good content marketing is having something interesting to say. Don’t be the guy at the cocktail party who talks only about himself. You’ll soon be left all alone. Rather, interact with the audience. Ask them questions. Talk about their interests. You’ll find you become far more popular. Don’t talk about everything. In other words, have a focus. If you’re a cloud data storage firm, people don’t need to now what you think about the Grammys, Crimea or March Madness. Concentrate on keeping your editorial promise to the audience. Don’t fly blind. Great content marketing is audience-centric. That means the content team must begin with an understanding of who the audience is, its wants and needs, frustrations and challenges. Building persona profiles at the outset of a content marketing effort will set you on the right path. Larger enterprises may spend months and many, many dollars on building personas.
  • 49. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 49 Small and medium-sized businesses may not be able to spend that much time and effort, but they must have an honest discussion about audience. Without intel, you’re just guessing. Don’t bog down your approval process. I’m hearing this a lot as I talk to folks running brand newsrooms. A streamlined approval process is critical for success, because a lot of content (but not all) typically has a relatively short shelf life. The content team must have the trust of the C-suite and the latitude to “run with the story.” Don’t expect the audience to magically find your content. Distribution matters. Merely publishing blog posts will not make a significant dent in the universe (have you noticed it’s crowded out there?). Actively circulate your content, whether through syndication, media relations, email, or social media. Creating persona profiles will help shape the push. Don’t spend too much time strategizing. Yes, you must build a strategic foundation before launching into the content game. But let’s be honest, the best strategy is pretty straightforward: understand the audience and what it wants and needs, and then dive in with both feet. Life is for those who show up. Your content strategy will not be chiseled into stone tablets; you can tweak on the fly as needed. In fact, you’ll almost certainly have to make modifications. So don’t get caught up in building the perfect strategy. Take a lean approach and build the minimum viable product, then adjust as needed. The real traction will come from actually producing content and delivering it into the marketplace. And one last bonus thing not to do: Don’t be afraid to make mistakes. You’re certainly going to make them. And it’ll be OK. NFC takes another blow as 7-Eleven, Best Buy shut it down By Rebecca Borison March 20, 2014 Google Wallet Best Buy and 7-Eleven have announced that they will be shutting down their near-field communications capabilities in their retail locations, pointing to further struggles for NFC-based mobile payments. NFC has been weak to take off as a mobile payment technology despite the efforts of Google Wallet and Isis. Best Buy and 7-Eleven are realizing that it is not worth the cost for them, while at the same time hinting at the possibility of branded plays for their own mobile payment solutions. “NFC was enabled at some 7-Eleven locations several years ago,” said Margaret Chabris, director of corporate communications at 7-Eleven, Dallas. “As these older PIN pads have been replaced/upgraded, we have chosen not to invest to enable NFC. This decision was made based on several factors, but it is difficult to build the business case given low customer acceptance, transaction costs and other factors. “There is not much difference between tapping or swiping a card,” she said. “For various reasons NFC-based mobile payments options have yet to gain traction, and NFC provides no real benefit to the customer over other less costly options. sign up now! “At this time 7-Eleven does not accept mobile payments, but are looking to include this function in the future. We continue to be a strong supporter of MCX and its approach to mobile payments.” NFC no more
  • 50. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 50 Despite the fact that major players such as Google and Isis have banked on NFC, the technology has failed to gain steam. Many phones still do not have NFC capabilities, and merchants are required to install additional hardware to leverage the technology. At the Mobile Shopping Fall Summit last year, a Forrester executive said that she did not expect NFC to ever take over the mobile wallet space (see story). Even Google and Isis have showed some struggles with NFC. Google launched a physical card, suggesting that its app is not enough, and Isis created an Alliance Program for merchants, implying that retailers are struggling to adopt NFC on their own and require the help and comfort of a network system. With merchants such as Best Buy and 7-Eleven shutting down NFC capabilities, it may soon be time for Google and Isis to throw in the towel. “I’ve always been a bit of a Negative Nancy with regard to NFC for mobile payments,” said Paula Rosenblum, managing partner at Retail Systems and Research, Miami, FL. “It always struck me as a solution looking for a problem, with the purveyors looking to take a percentage of the fees being spread around.” Mobile alternatives One of the reasons that merchants may decide to shut down NFC is simply the cost. There is just not enough demand to justify the costs of enabling NFC in-store. Additionally, banks are charging higher transaction fees for smart card and NFC payments. “The risk/reward ratio isn’t favorable,” Ms. Rosenblum said. “Customers aren’t clamoring for it, it doesn’t really cost the retailer less, it has perceived security risks attached to it and the customer may well be alienated by the seeming privacy intrusion.” Another reason for the move may be that the merchants are trying to squash competition in favor of an alternative mobile payment solution. Both Best Buy and 7-Eleven are part of the Merchant Customer Exchange, or MCX, which is expected to come out with a mobile payment service any day now. This solution is expected to be based on bar codes, which would negate the need to accept NFC. Alternatively, 7-Eleven and Best Buy could even be looking into launching their own branded mobile payment solutions like Starbucks. 7-Eleven in particular has put a lot of effort into its app with easy coupon redemption in-store, and a complete payment system may not be far off. “There is definitely some truth to these retailers claims that shutting down NFC helps them save costs,” said Brian Stein, managing director at Pervasive Path, Cleveland, OH. “Maintaining the NFC terminals and higher credit card transaction fees are part of the issue, but there is also the issue of educating your cashiers to accept NFC payments. “While none of these costs are necessarily crippling to the business, without an offsetting value proposition, the question for these retailers is, ‘why bother to support NFC’?” he said. “Given that both Best Buy and 7-Eleven are both prominent members of the Merchant Commerce Exchange, any benefits they’d receive from mobile payments, such as consumer loyalty and data insights, will not come through NFC transactions on a third-party app, but rather their own branded/MCX wallet applications, which do not leverage NFC. In this case, encouraging the use of other digital payment methods, including NFC, actually detracts from the retailers’ own offerings.”
  • 51. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 51 NFC will not power US mobile payments: Forrester By Rebecca Borison October 30, 2013 Rebecca Borison is editorial assistant on Mobile Commerce Daily, New York PayPal's mobile wallet LITCHFIELD PARK, AZ –A Forrester Research analyst at the Mobile Shopping Fall Summit said that she does not expect NFC to ever takeover the mobile wallet space. During the “Mobile payments: State of the union” session the exec went over a number of the big players in mobile wallets and explained the benefits of each. While the executive did see the appeal to NFC technology, she did not believe that mobile payments in the United States would be a good use case for it. “I am not bullish on NFC in the U.S.,” Ms. Carrington said. “I think NFC has some great capabilities and will be adopted over time, I just don’t think the best use case for NFC is payments. “I think there are challenges with our payment ecosystem that will prevent adoption,” Denee Carrington, senior analyst at Forrester Research, Cambridge, MA said. “There’s still the decision to turn it on, and you have to have NFC-enabled phones in consumers’ hands. There are many who wonder whether EMV will happen by 2014. “I think there are a lot of things standing in the way of NFC adoption. There is a bit of the ‘all-of- the-above’ approach from supporting it for wallets, but NFC is not going to have a rapid uptake in the U.S. It will have more uptake outside of the U.S., but not here.” Accelerating adoption According to Forrester, ecommerce will make up 9 percent of total retail sales by 2016, and mobile commerce will only make up 8 percent of ecommerce. However, by 2017, Forrester expects mobile payments to reach $90 billion. Ms. Carrington expects to see a hockey stick effect where in-store mobile payments will surpass mobile commerce as a whole. She expects mobile payment adoption to grow even faster in the near future. While consumer adoption of mobile payments has been fairly slow, 26 percent of consumers expressed interest in using in-store mobile payments. Awareness is also up with 61 percent of consumers aware of digital wallets. As awareness and adoption rise, however, the number of options also rises. There are all sorts of kinds of mobile wallets entering the market, but the one factor that runs across the board is that each wallet offers value-added services beyond the payment itself. Mobile wallets are enhancing the commerce journey as a whole from start to finish. Recent Forrester surveys showed that 76 percent of consumers would be interested in having loyalty programs, rewards, coupons, discounts and special offers in a mobile wallet. They also valued being able to see payment credentials and receipts. The Mobile Shopping session Wallet players According to Ms. Carrington, the most valuable mobile wallets are omnichannel wallets that work with any device, as well as both online and in-store. These wallets remove friction from every kind of payment.
  • 52. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 52 Omnichannel wallets such as PayPal and MasterPass improve the checkout experience overall. There are also mobile wallets that are only available for use in-store such as Starbucks payment solution and Square Wallet. Amazon and Facebook provide online-only digital wallets. The wallets also focus on different value propositions. Some focus on enhancing security and others focus on offers or making the checkout experience disappear. Google Wallet is struggling to energize its wallet and drive consumer adoption. MasterPass is focusing on integrating merchants and letting them feature the MasterPass wallet inside their branded apps. MCX is another merchant-focused offering that is helping retailers leverage pre-existing apps to integrate mobile payments. LevelUp is taking a slightly different approach to the mobile wallet by branding it as a marketing opportunity for merchants and driving new consumers to their stores. “The wallet marketplace is quite complex, and it’s going to increase in complexity,” Ms. Carrington said. “We’re not yet at the tipping point where there’s lots of consolidation. In fact we’ll see more players. “I’m often asked which will be the winner, and the bad news is at least for now there won’t be one,” she said. “There are certainly leaders, PayPal being one, but it’s a little early to make the call on who will be the one. “Just as consumers compartmentalize their spend across personal use, family use, business use, consumers will also compartmentalize their use of mobile wallets. So while they may adopt a wallet such as PayPal, if their favorite store also has a wallet that provides value to them, they will use that too. For now, there won’t be just one.” What They're Saying about Mobile Payments by Chuck Martin, Friday, Mar 21, 2014 While the issue of mobile payments is far from settled, there are plenty of entities vested in helping determine where it ends up. A research firm now has conducted a comprehensive analysis to find the top influencing companies and which conversations are having a measurable impact on the mobile payments marketplace. The most dominant mobile payment firms are PayPal and Square and, other than MasterCard, all traditional payment providers and all U.S. banks are absent. International banks and wireless providers are significantly more influential than U.S. firms. The study, conducted by Appinions for Forbes Insight, found the top most influencing companies driving the conversations on mobile payments. They are: Apple PayPal OpenTable Starbucks MasterCard Amazon eBay Google Bank of Beijing Verizon
  • 53. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 53 The study also showed that among payment players, PayPal leads in influence while Visa and American Express have zero impact. Among device manufacturers, Apple dominates with almost 10 times the influence of Google. When influencers talk about mobile payments, the attention received varies. In order of attention received: PayPal Square Stripe Google Wallet Cover Isis Clinkle Venmo LevelUp The study is based on a full-text analysis of more than 200 million opinions within more than 2 billion documents from December to March of this year. The review included news sources, blogs, forums and social media. While the results may not necessarily reflect what is actually happing (or not happening) in mobile payments, it is what people are talking about. 23 anúncios criativos que souberam chamar a atenção Publicado em 17.03.2014 As empresas fazem de tudo para enfiar seus produtos em nossas gargantas, mas sempre funciona melhor quando eles mostram um pouco de criatividade e bom gosto ao tentar chamar a nossa atenção. 31 propagandas criativas e poderosas que chamam a atenção Anúncios ambientais são uma forma específica de propaganda, que buscam se tornar uma parte de seu ambiente e chamar a atenção para um produto ao mesmo tempo. Quer se trate de uma paródia, um outdoor bem colocado ou qualquer outro projeto inovador, a ideia é chocar, fazer você pensar ou até mesmo rir. 13 Geniais e divertidas propagandas em prédios O poder da mídia tradicional têm diminuído perto de ideias publicitárias mais ousadas, como os anúncios ambientais. Estes começaram a aparecer no Reino Unido por volta de 1999, e tem evoluído desde então. Confira alguns exemplos interessantes: National Geographic
  • 54. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 54 A revista fez propaganda usando um crocodilo 3D em uma escada rolante. NRDC.org
  • 55. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 55 A organização usou criatividade para explicar que a poluição do ar mata 60.000 pessoas por ano. Pepto-Bismol O remédio fez uma colocação de anúncio bem pensada, em uma lavanderia Laundromat. Motor City Nightmares
  • 56. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 56 A Motor City Nightmares é uma convenção de filmes de terror, que fez propaganda em baldes de pipoca. Sparring Partner A academia de ginástica italiana pendurou (literalmente) sua propaganda. IBM
  • 57. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 57 O tema da campanha era “Ideias inteligentes para cidades ainda mais inteligentes”. Doom Fogger
  • 58. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 58
  • 59. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 59 O inseticida criou uma “vila de baratas” para indicar que seu produto chega até onde elas “moram”. Carnival Cruiselines A empresa fez propaganda de seus cruzeiros criando um tobogã ao lado das escadas de um prédio. Bigelow Organic Tea
  • 60. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 60 A companhia de chás orgânicos usou natureza para anunciar seus produtos. Visa
  • 61. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 61 Esse anúncio da Visa teve como o objetivo divulgar a exposição “Go Back To Pompeii”, que fala de Pompeia. Baltica Beer
  • 62. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 62 A bebida ficou bem posicionada em metrôs. Dental Care Higiene dental que até brilha. As 15 propagandas mais ofensivas, proibidas ou rejeitadas The Hairdressers Salão de cabeleireiros usou arbusto para fazer propaganda.
  • 63. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 63 Windex Glass Cleaner Marca de limpa-vidros teve excelente ideia. Shopping Pátio Dom Luís Em Fortaleza, o shopping Pátio Dom Luis fez uma campanha de alerta e prevenção do câncer de mama. A ação envolveu sutiãs de um só seio e um stand da Amar – Associação de motivação, apoio e renovação de mulheres com câncer de mama. Dressing for Pleasure
  • 64. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 64 A empresa especialista em roupas de fetiche e outros artigos sadomasoquistas colocou adesivos no fundo de garrafas de ketchup, convidando clientes a dar “tapas” para conseguir o que queriam. 13 Divertidíssimas propagandas sobre sexo seguro Frontline Anúncio gigante fazia sentido visto de cima – a Frontline prometia livrar seu bichinho de pulgas e carrapatos.
  • 65. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 65 Fight Smoking Propaganda antifumo utilizou saco de pancadas para passar sua mensagem. Mercedes-Benz 2012 C-350 Coupe
  • 66. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 66 A propaganda informa que o carro parece rápido mesmo estacionado. Juice Salon
  • 67. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 67 Salão de beleza usou escada rolante para dar efeito a sua propaganda. Quebec Automobile Insurance Society Sociedade de segurança automobilística fez propaganda inteligente sobre uso do cinto de segurança. Propaganda contra beber e dirigir
  • 68. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 68 Uso das tampinhas de cerveja fez alusão ao que acontece quando se dirige depois de beber. Nivea A empresa fez um anúncio divertido de um produto anticelulite usando sofá. 12 Perturbadoras propagandas antigas Redbirds Memphis
  • 69. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 69 Para promover o fato de que jogariam em seu próprio campo, Redbirds Memphis, uma liga de beisebol afiliada ao St. Louis Cardinals, cobriu um carro em excrementos falsos de pássaros (“redbirds” significa “pássaros vermelhos”), estacionando-o em um local movimentado ao lado de um cartaz que dizia: “Os Redbirds estão na cidade”. [BoredPanda] What's the ROI of Analytics? (Part 1) Neil Mason | February 20, 2014 It may seem like a strange question but it is one that still tends to come up. Last week on a discussion thread, for example, someone was asking about how to demonstrate the return on investment (ROI) in analytics. That's a nice irony, I thought, considering analytics spends most of its time measuring the ROI of marketing investment. Isn't that ROI enough in itself? Apparently not, if the question is still being asked. So how do you measure the ROI of analytics? As with all ROI calculations, we need to understand what the investment levels are and then what the returns are. In the case of analytics the investments are probably easier to work out, but it's necessary to calculate the "total cost of ownership" of the analytics capability of the business. These typically break down into three categories: Technology Services People Technology costs are fairly self-evident and well understood. Most digital analytics technologies operate on some kind of subscription model, but other pricing models include licence costs with maintenance or renewal fees in subsequent years. The key aspect for understanding ROI is not just to look at the annual or first-year costs but to look at them over a period of time, perhaps the expected average over the next three years. Most analytical technologies require some level of services around them, either from the technology vendor or from other service providers such as consultancies. The U.S. and the European markets have all seen recent consolidation of consulting businesses into larger entities, perhaps with the associated impact on prices, but there remain sufficient smaller, niche, or boutique players to provide a competitive market. I think it's important to allocate sufficient investment in services/consulting around an analytics technology, particularly in the early days of its adoption. They are not necessarily the simplest of technologies and there may be a learning curve involved. It's false economy I believe to make the (often significant) investment in a technology and then not to invest in having it configured properly for your business or having your people skilled up on it properly. I've seen this a number of times over the years and there's no hope of realising a decent ROI from the technology if companies
  • 70. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 70 under-invest at this critical early stage. The same principle also applies to the next category of cost: people. In my opinion, people are the most important investment that an organization can make in developing its analytics capability. There can be trade-offs between developing an in-house capability versus out-sourcing to an alternative provider, but at the end of the day it will be the quality of the people that will count. There is also a balance to be made between acquiring technologies and acquiring skills. Smart people can do a lot with relatively simple technologies or open-source systems but you need the smart people if you are buying in smart tools. Otherwise it's like buying a high-performance car and giving it to someone who's just passed their driving test. It's only going to be a matter of time before there's an accident. So the investments in analytics can be assessed, but what about the returns? And importantly for any specific analytics investment, what is the marginal return for the marginal cost? I think assessing the returns can be quite a tough job and broadly they break down into two types: the direct benefits or returns and the indirect ones. I'll be looking into these in more detail next time. What's the ROI of Analytics? (Part 2) Neil Mason | February 28, 2014 Last week we started to look at the thorny issue of understanding the return on investment (ROI) in analytics by looking at the different types of investments required: technology, services, and people. This week it's time to look at the returns generated by analytics for organizations and the extent to which it is possible to quantify them. So how does an organization benefit from analytics? Where can the impacts be seen? Well, there are generally two ways that most organizations see benefits; they're either making more money or creating more value as a result, or they're spending less money (or a combination of the two). Perhaps one of the most obvious benefits is when the use and deployment of analytics can be shown to directly impact revenue or sales. This is the classic definition of optimization where you "test, learn, and adjust." Analytics provides the learning, which could be a manual process or automated like in a multivariate testing (MVT) tool. I think this is why MVT tools have been successful of late, as they're able to demonstrate the use of analytical approaches to directly positively impact the commercial bottom line. Benefits can also be realized through reducing costs. One of the classic uses of analytics is to improve the cost-effectiveness of marketing expenditure. Marketing analytics has been around nearly as long as marketing. The reality is that when done properly, it isn't necessarily that difficult to measure the benefit of analytics in improving marketing ROI. It does require the development of some frameworks and protocols to capture information around the development of insights and the decisions that are taken as a result of them. In more analytically mature organizations, this is standard business practice and the beauty of analytics sometimes is that it doesn't necessarily need to be sophisticated to be powerful. It's also useful to classify the potential returns in terms of how and when the benefit is realized and to look at them separately as well. For example, there are immediate or "direct" returns. These are the benefits you might get from analytics immediately or in the short to medium term. This might be that by adopting a new analytical approach that you are able to immediately realize some benefits that you weren't able to achieve before. It's likely that these returns are "relatively easy" to identify and measure but you'll need to have those frameworks in place in order to be able to ensure that the returns can be measured. MVT tools and other conversion rate optimization technologies at the "applied" end of analytics are good examples of tools that fit into this direct or immediate type of return. Another example could be a campaign attribution analytics.
  • 71. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 71 There are also likely to be longer-term and indirect benefits from analytics in the business and these are probably harder to measure or quantify. The impact and benefit is likely to be more strategic in nature than the direct returns, which can be more tactical. For example, analytical technologies that improve the "time to insight" or improve the productivity and effectiveness of the analytics team have a clear benefit but can be harder to quantify. Ask any analyst and they will probably tell you that they spend too much time doing low-value tasks like moving data around from one place to another and not enough time actually doing analysis. Investments that improve the overall analytics capability of a business are also more strategic and harder to define the benefit of. In a way there has to be a "leap of faith" that the returns will be realized further down the line rather than today. So, separating the benefits between revenue-generating ones and cost-saving ones and looking at them in terms of direct or tactical benefits vs. indirect or strategic benefits provides some framework for formalizing an approach to understanding the ROI of analytics. The table below shows how this might look for a selection of analytical approaches and disciplines. So how can we measure the impact of our measuring? That's something that I'll look at next time. What's the ROI of Analytics? (Part 3) Neil Mason | March 20, 2014 The toughest part of ROI measurement is the measurement piece! In the last couple of columns I’ve been looking at some of the approaches to understanding how to evaluate the return on investment (ROI) in analytics, but how easy it is to actually to measure it? I don’t think it is easy. As discussed in the first part of this series, measuring the investment piece is probably more straightforward than identifying and measuring the returns. Generally the accountants will tend to do that for you, as it’s mainly about measuring the costs of technology, services, and people. In fact, all too often they will be very transparent! That’s inherently often the problem in that the costs of analytics are transparent but the returns are relatively opaque. So is it possible to get more transparency into understanding the returns on analytics? Last time I suggested that it’s useful to chunk the problem down and to start to think about the returns generated by analytics into the "tactical" returns and the "strategic" returns, tactical returns tending to be more immediate and the strategic returns tending to be longer term and perhaps less tangible. With tactical investments designed to generate tactical returns, measurement can be easier and should be built into the business case for the investments in the first place. For example, investments in technology areas such as conversion rate optimization (CRO) are designed to produce specific results such as improvements in the conversion process and this is something that most businesses have been measuring for years. This has evolved from simple A/B testing through to more complex multi-variate testing and personalization approaches but the framework is broadly the same: The optimization process generates certain results, those results can be measured and can be compared against the total investment in that program of work. As with all measurement processes, there is the need to be aware of the maxim "be careful what you measure because what you measure is what you will get." A focus on the measurement and
  • 72. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 72 the optimization of one metric can be at the expense of another one. So for example by investing in CRO technologies that drive tangible returns, are there other areas of the business that are being impacted, such as the overall customer experience perhaps? A balance is needed between the immediate and measurable impact of analytics and the longer- term and more intangible aspects. The latter is certainly a more complex management and measurement problem and requires structured thinking. The goal is to understand the value that these investments in technologies, services, and people deliver to the business. This means trying to answer touch questions like: What is the business value of: Adding one more person to my analytics team? Having better data integration capabilities? Having better data visualization technologies? Engaging with this particular consulting business? These types of strategic questions need more strategic measurement frameworks and also need to be addressed in the context of the analytics maturity of the organization and the trajectory that it has traveled in. Analytics functions are there to serve the organization and it’s only by being explicit as to how they serve that it can be possible to measure their impact. In a way this is no different from what analytics functions do on a day-to-day basis; they understand what the key performance indicators (KPIs) are and they put in place the analytics capabilities to provide the tracking, diagnostics, insight, and intelligence required to help the organization achieve those objectives. The question is how well they are doing that. "Measuring the measurers" requires a systematic approach to defining, understanding, and evaluating the value delivered by analytics. The value delivery will be different for different organizations and will need to be contextualized and defined. For example, does the analytics function have the ability to directly influence the KPIs of the organization through its activities? If not, do internal customers and stakeholder groups believe that the analytics function adds value to the business? The approach to addressing the first issue would be for the analytics function to evaluate the expected dollar value impact of each of its recommendations or actions and record the results as well. These results may take months to materialize and that is why a system or framework is required. Understanding the internal impact of an analytics function would require some type of survey approach that could be benchmarked over time. As I said at the beginning, I don’t pretend this is easy and I don’t think there is a "one size fits all approach" to measuring the ROI of analytics. In some cases it will be possible to measure the outputs, but more often than not it’s going to require some deep thinking about how to evaluate the outcomes. But that’s what analysts do, right? IBM Study: CMOs Fusing Internal and External Data to Drive Financial Success Interviews with Over 500 CMOs Show Data, Social Media Present Biggest Opportunities and Challenges
  • 73. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 73 Armonk, N.Y. - 17 Mar 2014: According to a new IBM (NYSE: IBM) study, high-performing CMOs are integrating internal and external data to garner deep insights that, in turn, provide them with a much deeper understanding of their customers.
  • 74. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 74 The study, entitled “Stepping up to the challenge: How CMOs can start to close the aspirational gap,” is based on findings from face-to-face conversations with more than 500 CMOs from 56 countries and 19 industries worldwide. Conducted by IBM’s Institute for Business Value (IBV), the study reveals that 94 percent of CMOs believe advanced analytics will play a significant role in helping them reach their goals. However, an increased number of CMOs say their organizations are underprepared to capitalize on the data explosion – 82 percent compared to 71 percent three years before. “After speaking with CMOs around the world, it became evident that more companies across all industries are striving to integrate their physical and digital presence in order to provide a more integrated, seamless customer experience,” said John Kennedy, Vice President, Marketing, Global Business Services, IBM. "In response, we launched the new IBM Interactive Experience to help CMOs and other C-suite leaders design and build rich, data-enabled experiences for their customers and stakeholders.” The study identifies three types of CMOs: Traditionalists (37 percent), Social Strategists (33 percent) and Digital Pacesetters (30 percent). Digital Pacesetters are more likely to be financial outperformers and are characterized by their preparedness for the dramatic growth of data, social and mobile channels; integration of physical and digital sales and service channels; and regular use of advanced analytics to extract insights from customer data. 63% of CEOs lean on CMOs to help formulate their business strategy The new study also measured the influence of CMOs within their organization, concluding that their level of strategic involvement is increasing. According to the study, 63 percent of CEOs involve the CMO in formulating the organization’s overall business strategy, second only to the CFO (72 percent). The study underscores the need for CMOs to collaborate more closely with the rest of the C-suite in making strategic decisions that are supported by data and analytics. The study also found that when a CMO has a close working relationship with the CIO, the enterprise is more likely to perform better overall. High-performing CMOs were reported to have a stronger working relationship with CIOs than those identified as financial underperformers. 94% of marketing leaders believe mobile will be key for future success Much like they feel underprepared to capitalize on data, 66 percent of CMOs feel underprepared for the growth of social media, which is evolving at a pace faster than many can cope with. The study also found that CMOs today are less concerned with both monitoring their brand via social media and trying to monetize social media. In addition, 94 percent of marketing leaders believe that mobile applications will play a significant role in helping them reach their goals over the next three to five years, which is up from 80 percent three years before. The study found that Digital Pacesetters in particular are well along the path of executing a mobile strategy, with 58 percent able to conduct business regardless of location or device. IBM's Global Business Services consulting organization was recently named as #1 among the top 24 consulting firms in the world based on the quality and impact of its thought leadership material published by the IBV, according to Source for Consulting’s new White Space report. Apps by the Dashboard Light New cars will soon come with high-bandwidth connections and app stores. By David Talbot on March 19, 2014 Why It Matters - Fast data connections in cars could mean better services and increased safety— or more sources of distraction.
  • 75. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 75 Dashboard apps: The screen for GM’s forthcoming 4G-connected cars will include icons for radio, weather, and other services, plus a GM vehicle-monitoring tool. Starting next month, many car buyers will be getting a novel feature: Internet connections with speeds similar to those on the fastest smartphones—and even a few early dashboard-based apps, engineered to be as dumbed-down as possible. Backseat passengers could get streaming movies and fast Wi-Fi connections to smart watches and tablets in (and near) the car. For drivers, high-resolution navigation maps would load quickly, and high-fidelity audio could stream from Internet radio services. But the first dashboard apps will be limited, spare versions of familiar ones like the Weather Channel, Pandora, and Priceline. The first U.S. model with the fast wireless connection—known as 4G LTE, around 10 times faster than 3G connections—is expected to be the 2015 Audi A3, which goes on sale next month for a starting price of $29,900. Data plans will cost extra—an average of around $16 a month. GM says it expects to sell 4G-equipped 2015 Chevrolets and other models starting in June. Many other carmakers, including Ford and Toyota, are following suit, both in the U.S. and worldwide, using partnerships with wireless carriers to deliver the connectivity. By providing apps, carmakers see an opportunity for product differentiation and steady revenue streams. They also suggest that connectivity can lead to new safety features, and that using these onboard services will be safer than furtively glancing at phones. But when drivers browse the GM AppShop, they shouldn’t expect what they get on an iPhone or a Galaxy phone. GM expects to provide just 10 apps initially, most of them mapping, news, and radio services. That’s partly because the automaker’s screening process for apps is brutal, says Greg Ross, director of product strategy and infotainment for GM vehicles. “They go through rigorous safety and security standards,” he says. “And since it’s pulling data from the car, it’s locked down before it ever gets into the vehicle.” As a result, the technology and interface need to be almost as simple as an analog radio knob, says Bruce Hopkins, cofounder of BT Software, based in San Diego. He is one of a very few developers whose apps will be available in GM cars. Called Kaliki, BT Software’s app provides audio readings of stories—done by humans, not text-to- speech software—pulled from mainstream publications such as USA Today and TV Guide, as well as podcasts from radio and TV stations. (Its advantage over the radio? “Radio has been around for the last eight decades, and you still can’t pause it,” he says.)
  • 76. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 76 Hopkins followed detailed rules from GM—no pinch-zoom controls or tiny icons allowed, for example—and spent two years developing the app, including time in a test facility in Detroit. “One of the terms GM talks a lot about is driver workload,” he says. “You cannot have anything that would require the driver to have several different things they have to think about. At the end of the day, they want something that works as simple as the regular radio.” The apps know if you are driving. Drivers will never be able to open a “terms and conditions” screen—or play a game, assuming games ever come—unless the vehicle’s transmission is in “park.” Despite the hurdles, 4,000 developers have registered with GM’s app store, because the payoff could be large for them: getting their apps included in a car could help them market versions that work on smartphones. And apps in cars command much more attention if they are among just a few that a driver can choose from while sitting behind the wheel for an hour or two every day. In the longer term, apps will emerge that draw on data generated by the car, says GM’s Ross. This could be useful for maintenance or driving efficiency—or to generate data for insurance discounts. Apps tapping information from many cars could alert drivers to accidents; signals indicating hard braking or slipping wheels in other cars could warn of slick roads ahead. Sensors can ultimately help bring about semi-autonomous or fully autonomous cars (see “Data Show’s Google’s Robot Cars Are Smoother, Safer Drivers Than You or I”). Henry Tirri, CTO of Nokia, says the potential for apps in cars is vast, given the amount of data vehicles produce. “The car is already probably the densest sensor hub that an individual owns right now,” he says. (See “After Microsoft Deal, What’s Left of Nokia Will Bet on Internet of Things.”) In Audi’s case, the service will cost $100 for up to five gigabytes of data over six months, or $500 for 30 gigabytes over 30 months. GM has not announced pricing except to say that customers can get various plans combining service to their homes, phones, and cars. Both GM and Audi are using AT&T to provide service (see “GM and AT&T Blur Line Between Car and Smartphone”). Singing Out Loud is Top Activity While Driving; One in Four Admit to Texting DAYTONA BEACH, Fla., March 18, 2014 /PRNewswire New consumer survey from DMEautomotive released in conjunction with National Collision Awareness month reveals that 'distracted driving' activities are still rampant: 28% surveyed admitted that they text; half eat or talk on the phone; 5% read, work on laptop,floss or shave while driving; young are the biggest offenders -- Singing out loud is the number one activity while driving, according to a consumer survey from DMEautomotive released in conjunction with National Collision Awareness month. And more dangerous distracted driving activities such as sending/receiving a text, talking on the phone, and eating, rank in the top five activities performed while driving. While singing out loud doesn't make distraction.gov's list of distracted driving activities, the rest in the top five do. This is sobering given that in 2012 alone, 3,328 people were killed in distracted- driving crashes.[1] And, according to the DMEa survey, younger drivers are much more likely to be multi-tasking while driving: roughly 9 in 10 admit to engaging in other activities while driving – and they are significantly more likely to be doing every single distracted driving behavior measured in the survey from texting, eating, talking on phone, using email, watching TV, working on laptop, changing clothes and putting on makeup. The survey also revealed that women are more avid 'car-aokers' than men, and they are also more likely to eat or have a phone conversation while driving.
  • 77. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 77 The DME automotive survey, which was fielded among approximately 2,000 consumers in late 2013, measured activities consumers engaged in while driving in the past month. "It's not surprising that singing out loud tops our list, but it's deeply disturbing to see how much multiscreen, multi-tasking is going on in cars: people texting, reading emails and the paper, and watching TV. And how a smaller, but considerable, percentage (5-7%) are treating their cars as an extension of their home/bathroom by shaving, brushing or flossing their teeth, putting on makeup or deodorant and changing their clothes while driving," said Dr. Mary Sheridan, Manager of Research and Analytics at DMEa. Distracted.gov defines distracted driving as any activity that could divert a person's attention away from the primary task of driving. And, as reported in the Harvard Mental Health Letter: Dr. Michael Miller, editor in chief, says that although people like to think they can multitask, cognitive research suggests that the brain tends to focus on one major activity at a time.[2] "During National Collision Month, we hope this data will help raise awareness about the ongoing problem of distracted driving, which has been made more complex given the proliferation of phones, tablets and various 'pods' people now regularly use -- and especially among young people, who are the worst offenders," said Sheridan. Key Findings: In addition to the top five activities listed above, consumers are indulging in a broad range of activities, treating the car as extension of their home: between 5-7% shave, brush or floss their teeth, put on makeup or deodorant or change their clothes! Other Activities Performed while Driving Take a photo 13% Read an email 12% Send an email 9% Watch TV or movies 7% Put on make-up 7% Change clothes 6% Put on deodorant 6% Floss your teeth 6% Work on your laptop 5% Read a newspaper, book, or magazine 5% Brush your teeth 5% Shave 5% The YOUNG are far more likely to multi-task, and put themselves and others in danger, when driving – across virtually every category. Those under 35 are more than twice as likely to read or send a text (46% vs. 19%), and four times as likely to read or send an email (29% vs. 7%). Millennials are multiscreen multi-taskers - and no surprise –they are bringing that behavior inside the car. And given that young drivers 18 to 20 report the highest level of phone involvement (13%) at the time of a crash or near-crash and 16% of all distracted driving crashes involve drivers under 20[3], this is a scary reality. Activities Performed while Driving 35 + Under 35 Sing out loud 54% 61% Have a phone conversation 48% 56%
  • 78. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 78 Eat 47% 56% Read a text message 19% 42% Send a text message 12% 37% Read an email 7% 24% Take a photo 7% 26% Send an email 4% 19% Put on make-up 4% 13% Floss your teeth 3% 11% Put on deodorant 3% 12% Watch TV or movies 2% 16% Change clothes 2% 14% Read a newspaper, book, or magazine 2% 12% Brush your teeth 2% 12% Work on your laptop 2% 13% Shave 2% 11% Women are more likely to sing than men, but men are more likely to email, watch TV, read or work: Activities Performed while Driving Male Female Have a phone conversation 50% 52% Sing out loud 49% 65% Eat 48% 51% Read a text message 26% 26% Send a text message 22% 18% Take a photo 15% 10% Read an email 15% 9% Send an email 12% 6% Watch TV or movies 10% 3% Change clothes 8% 4% Read a newspaper, book, or magazine 8% 2% Work on your laptop 8% 3% Put on deodorant 7% 4% Brush your teeth 7% 3% Floss your teeth 6% 4% "While singing may only present a danger to your fellow passengers' ears, drivers really need to refrain from doing all these other distracting activities while driving, and stay focused on the 'screen ahead' to save their own lives and the lives of others. This month, National Collision Awareness Month, is an excellent time to start," concluded Sheridan. About DMEautomotive DMEautomotive (DMEa) is the industry leader in science-based, results-driven automotive marketing, and provides turnkey marketing to the largest and most innovative automotive organizations, from automobile dealerships to many of the largest aftermarket companies in the U.S. DMEa's uniquely panoramic view of the complete automotive sales and service market,
  • 79. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 79 combined with its cutting-edge, science-based marketing programs, increases customer yield, conversion and retention. DMEa does not take marketing performance on faith, and each product and service is measured by a simple, precise scientific approach: Is it true? Prove it. Will it work? Test it. Does it generate results? Show it! Supported by DMEa's proprietary, cloud-based Red Rocket Technology Platform, the DMEa product suite includes science-based, data driven, multi-channel customer acquisition and retention marketing programs; best-in-class campaign reporting; data management and analytics; auto-focused Customer Interaction Center solutions, and complete on-site mail and email fulfillment services. Headquartered in Daytona Beach, Florida, DMEa also has major operations in Jacksonville, Florida. [1] http://www.distraction.gov/content/get-the-facts/facts-and-statistics.html. [2] http://www.health.harvard.edu/press_releases/why-talking-on-a-cell-phone-distracts-drivers [3] http://www.distraction.gov/content/get-the- facts/faq.html http://www.distraction.gov/download/811611.pdf Photo - http://photos.prnewswire.com/prnh/20140318/FL84758-INFO SOURCE DMEautomotive New cars will soon come with high-bandwidth connections and app stores. By David Talbot on March 19, 2014 Why It Matters Fast data connections in cars could mean better services and increased safety—or more sources of distraction. Dashboard apps: The screen for GM’s forthcoming 4G-connected cars will include icons for radio, weather, and other services, plus a GM vehicle-monitoring tool. Starting next month, many car buyers will be getting a novel feature: Internet connections with speeds similar to those on the fastest smartphones—and even a few early dashboard-based apps, engineered to be as dumbed-down as possible. Backseat passengers could get streaming movies and fast Wi-Fi connections to smart watches and tablets in (and near) the car. For drivers, high-resolution navigation maps would load quickly, and high-fidelity audio could stream from Internet radio services. But the first dashboard apps will be limited, spare versions of familiar ones like the Weather Channel, Pandora, and Priceline. The first U.S. model with the fast wireless connection—known as 4G LTE, around 10 times faster than 3G connections—is expected to be the 2015 Audi A3, which goes on sale next month for a starting price of $29,900. Data plans will cost extra—an average of around $16 a month. GM says it expects to sell 4G-equipped 2015 Chevrolets and other models starting in June. Many other carmakers, including Ford and Toyota, are following suit, both in the U.S. and worldwide, using partnerships with wireless carriers to deliver the connectivity. By providing apps, carmakers see an opportunity for product differentiation and steady revenue streams. They also suggest that connectivity can lead to new safety features, and that using these onboard services will be safer than furtively glancing at phones. But when drivers browse the GM AppShop, they shouldn’t expect what they get on an iPhone or a Galaxy phone. GM expects to provide just 10 apps initially, most of them mapping, news, and radio services.
  • 80. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 80 That’s partly because the automaker’s screening process for apps is brutal, says Greg Ross, director of product strategy and infotainment for GM vehicles. “They go through rigorous safety and security standards,” he says. “And since it’s pulling data from the car, it’s locked down before it ever gets into the vehicle.” As a result, the technology and interface need to be almost as simple as an analog radio knob, says Bruce Hopkins, cofounder of BT Software, based in San Diego. He is one of a very few developers whose apps will be available in GM cars. Called Kaliki, BT Software’s app provides audio readings of stories—done by humans, not text-to- speech software—pulled from mainstream publications such as USA Today and TV Guide, as well as podcasts from radio and TV stations. (Its advantage over the radio? “Radio has been around for the last eight decades, and you still can’t pause it,” he says.) Hopkins followed detailed rules from GM—no pinch-zoom controls or tiny icons allowed, for example—and spent two years developing the app, including time in a test facility in Detroit. “One of the terms GM talks a lot about is driver workload,” he says. “You cannot have anything that would require the driver to have several different things they have to think about. At the end of the day, they want something that works as simple as the regular radio.” The apps know if you are driving. Drivers will never be able to open a “terms and conditions” screen—or play a game, assuming games ever come—unless the vehicle’s transmission is in “park.” Despite the hurdles, 4,000 developers have registered with GM’s app store, because the payoff could be large for them: getting their apps included in a car could help them market versions that work on smartphones. And apps in cars command much more attention if they are among just a few that a driver can choose from while sitting behind the wheel for an hour or two every day. In the longer term, apps will emerge that draw on data generated by the car, says GM’s Ross. This could be useful for maintenance or driving efficiency—or to generate data for insurance discounts. Apps tapping information from many cars could alert drivers to accidents; signals indicating hard braking or slipping wheels in other cars could warn of slick roads ahead. Sensors can ultimately help bring about semi-autonomous or fully autonomous cars (see “Data Show’s Google’s Robot Cars Are Smoother, Safer Drivers Than You or I”). Henry Tirri, CTO of Nokia, says the potential for apps in cars is vast, given the amount of data vehicles produce. “The car is already probably the densest sensor hub that an individual owns right now,” he says. (See “After Microsoft Deal, What’s Left of Nokia Will Bet on Internet of Things.”) In Audi’s case, the service will cost $100 for up to five gigabytes of data over six months, or $500 for 30 gigabytes over 30 months. GM has not announced pricing except to say that customers can get various plans combining service to their homes, phones, and cars. Both GM and Audi are using AT&T to provide service (see “GM and AT&T Blur Line Between Car and Smartphone”). Google's Android Wear Gets The Jump In Smartwatches by Thom Forbes, Wednesday, Mar 19, 2014 Android Wear may sound like a product tailored more for RoboCop than consumers who still shell out the shekels but it’s the name of the extended Google OS that will soon debut in that “familiar form factor” known as the wrist watch. The New York Times’ Brian X. Chen calls Google’s announcement yesterday a “pre-emptive move” against Apple into the wearable computer market, giving its hardware offering “a first claim on developing relationships with the many software partners — the apps builders — that help a gadget become popular.”
  • 81. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 81 To that end, it released a preview video for developers that’s all blue sky and touchy-feely about devices that can provide “useful, actionable information” that it hopes a multitude of partners will help it develop. But Google already has a lot of that information itself, of course. ”Automatic, passive reminders will be sent to users via their smartwatch,” points out Dante D'Orazio on The Verge. “The watches will also connect with Android smartphones so that you'll be able to get all the notifications that you want from whatever apps you have installed on your phone.” Among the first such devices will be the LG G Watch, which will launch next quarter, Darrell Etherington reports on TechCrunch. “It showcases key features of the Android UI extension, including always-on voice commands that respond to the now-familiar ‘OK Google.’ Other partners will debut hardware later this year, Google says.” The company unveiled “what’s up [its] sleeve” in a blog post, along with a consumer-focused video demonstrating how it delivers “information that moves with you” — critical stuff such as jellyfish warnings at the beach, college hoops scores and the numbers of calories you burned on that sprint to the gate for departing Flight 867. “The most interesting twist in Tuesday's announcement was a focus on voice controls for smartwatches, with Sundar Pichai, Google's executive in charge of Android and Chrome, emphasizing the ability to use the keywords ‘OK Google’ to launch an array of possible commands…,” writes Jeremy C. Owens in the San Jose Mercury News. You can say “‘OK Google’ to get stuff done, like calling a taxi, sending a text, making a restaurant reservation or setting an alarm,” Pichai wrote in a blog post, as Owen points out. Google says it is working with “several consumer electronics manufacturers, including Asus, HTC, LG, Motorola and Samsung; chip makers Broadcom, Imagination, Intel, Mediatek and Qualcomm; and fashion brands like the Fossil Group to bring you watches powered by Android Wear later this year.” And unlike music players, smartphones and tablets, Google won’t be playing catch-up with Cupertino in the eyes of the people who buy the devices. “They’re trying to get in front of whatever Apple is going to do,” Tero Kuittinen, a telecom analyst for the mobile diagnostics firm Alekstra, tells the Times’ Chen. As with its Android smartphone software, Google will offer Android Wear free to device makers to encourage its use, a person familiar with Google's plans tells the Wall Street Journal’s Jonathan Cheng and Daisuke Wakabayashi. “Google hopes that Android Wear ultimately will power many kinds of wearable devices, not just smartwatches,” they write. On Gizmodo, Eric Limer writes that Android Wear is “an accurate name for a wearable, Android- powered device, sure, but it's also a little misleading. This is a Google Now watch. And that's excellent news.” How so? Because “Google Now knows more about you than any other service ever will” and it can use that information to tell you exactly what you need or what to know. “Sure it’s a little creepy,” Limer says. “But it's what will make Android Now smartwatches an unstoppable force.” Time’s Jared Newman also uses the “creepy” word in a positive way: “It’s not a major departure from the company’s efforts with Google Glass — and maybe that was Glass’s bigger goal all along — but it’s altogether less creepy and better thought-out than any other wearable software we’ve seen yet.” It’s also poised to shake up the dedicated fitness device market, just as smartphones have decimated the GPS market.
  • 82. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 82 “The exact hardware sensors in a Wear watch will vary between models, but Google suggests that sensors from ‘accelerometers to heart rate monitors’ will be available to use within wear apps,” Andrew Williams writes on Trusted Reviews. “A Wear watch with an inbuilt heart rate sensor seems a dead cert.” That may be creepy news for FitBit but it’s good news for humanoids. MasterCard Gives Cardholders Huge 'Surprises' by Karl Greenberg, Wednesday, Mar 19, 2014 MasterCard has added a new extension of theme to its 17-year-old "Priceless" campaign -- taking the original message about the value of life's ineffable moments into creative and promotional ideas that include famous people, athletes, and regular folks. In its latest effort, "Priceless Surprises," which launched during the Grammys, MasterCard is going to social media to give cardholders bucket-list worthy surprises tied to the company’s partnerships with sports and music properties and relationships with athletes and entertainers. The newest component through its partnership with the PGA Tour -- now in its 11th year -- brings in top golfers Tom Watson and Brandt Snedeker (winner of the 2012 FedEx Cup), and features TV ads, digital assets including video and promotional elements, social media, and promotional exclusives to fans and loyalists. The latter is core to the whole effort. The company is launching the campaign during the “Arnold Palmer Invitational presented by MasterCard” in Orlando this Thursday with TV ads featuring Watson and Snedeker. In the spots, the golfers surprise cardholders who are getting tips from a golf pro on MasterCard's dime. But the real surprise is that golf legends show up unannounced and take over the lesson. In one of the ads, airing March 19 on the Golf Channel, golfers are taking practice shots with a pro when a cart pulls right up blocking their shots. Out jumps Tom Watson, who dares them to nail the cart. Then he's the one who gives them the lesson. Besides the jaw-droppers, the campaign gives social media cardholders, chosen randomly, access to golf courses across the country, PGA Tour events and experiences with top golf professionals. Also, MasterCard cardholders attending the game will have exclusive access to the MasterCard Club and Concierge on-site at the event. For the ads, the company set up “Candid Camera”-type ad shoots by telling participants that their sessions were being filmed for their own training benefit, per Raja Rajamannar, who became CMO of MasterCard last fall. He tells Marketing Daily that the campaign began with the Grammys with programs involving Justin Timberlake and Beyonce and dangling everything from digital downloads of music, to concert tickets, to meet-and-greets with the the artists all the way up to Timberlake showing up at a cardholder's house and hanging out with (in this case) her, for the day. "We had huge audience engagement for that,” he says, adding that social media has kept it growing. “It wasn't 'one and done.'" The campaign boosted MasterCard's share of voice on social media by 66%, Rajamannar says. The company did a similar program as part of its sponsorship of the Brit Awards, through a collaboration with Pharrell Williams and Kylie Minogue. "It's not just about the category, it's how to engage consumers' attention and attraction. That's where ‘Priceless Surprises’ makes a huge difference for us. It's been two months since launch with Justin, and it's still going full steam." He says the company has given away over 20,000 surprises to date.
  • 83. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 83 The effort is being executed by an IPG agency conglomerate, McCann XBC with Dentsu's Carat in the U.S. handling media. Study: social media isn't replacing traditional news outlets at all The media insight project--a joint effort between the american press institute (api), the associated press, and norc at the university of chicago--takes a look at the "personal news cycle" and how americans consume the news. BY CHRIS GAYOMALI The way we consume news is a hot topic in the media industry. Startups like Circa are banking on the fact that people frequently prefer their news updates delivered in snack-sized bites. Others, like Ezra Klein's yet-to-launch Vox, are betting big on readers who might want to wade deep into tricky, complicated subject matter, like the history of the crisis in Ukraine. A new survey, however, unearthed some interesting data regarding our news consumption: Readers don't seem to really care about what organization they're getting their news from, or what device format they're reading on; what matters, really, is the news itself. The survey is part of the just-announced Media Insight Project, a joint effort between the American Press Institute (API), the Associated Press, and NORC at the University of Chicago. Its initial focus is on the "personal news cycle," or how various content platforms and gadgets fit into the consumption habits of Americans. "The findings suggest the conventional wisdom holding that media consumption divides largely along generational or ideological lines is overstated," write the study's administrators in the abstract, "and that some long-held beliefs about people relying on a few primary sources for news are now obsolete." Worth noting: For this research, 1,492 adults were surveyed over the phone about their media diets. © © Copyright 2014. The Media Insight Project The research indicates that nearly half of Americans with Internet access sign up for news alerts of some kind. (Not surprising.) And people with smartphones were "three times as likely to get news
  • 84. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 84 through social media as those without smart phones," and "twice as likely to use search engines and aggregators for news." (Also not very surprising.) What is interesting, though, is that the overwhelming majority of Americans have no problem relying on multiple information channels to get their news. Although conventional wisdom might suggest otherwise, loyalty to a few primary sources just wasn't there. "It's not like people just watch television, or go to a newspaper, or go to a website," Jennifer Agiesta, director of AP Polling, tells Fast Company. "The biggest lesson is that people are open to getting news in any way that happens to be convenient at that time." Social media, for example, isn't "replacing" traditional news outlets. Instead, it's adding to the existing news cycle and augmenting it in a way that wasn't there a decade ago. According to the findings, four in 10 Americans said they got their news from social media like Twitter and Facebook. But more than 80% said they also go directly to news organization websites for updates, too. Just because they found out a celebrity died on Twitter isn't going to dissuade them from reading an obituary later. In other words, our current news landscape offers information at varying metabolisms, depending on what's required. And readers have no problem calibrating to this: They'll turn to local news for weather updates, Eater for restaurant recommendations, the New York Times for the debt crisis, and check Twitter for BuzzFeed posts in between. In the quote-unquote information economy, there appears to be plenty to go around. "Even with new technology, the majority of Americans said they just love following the news," says Agiesta. She pauses, before adding with a laugh, "Even if they don't like paying for it." Debrief / SXSW by Emily Hare 14th Mar 2014 This year's SXSW festival saw a shift from social stories to privacy concerns, hardware gaining prominence alongside software developments, an appreciation of existing technology and the
  • 85. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 85 rising importance of social good in business. Contagious highlights the key trends from the convention centre and the best of the off-campus events. Private by default The inclusion of Wikileaks founder Julian Assange, National Security Agency whistleblower Edward Snowden and journalist Glenn Greenwald all joining the SXSW lineup via Skype or Google Hangout from their respective exiles ensured that privacy would be a dominant theme at the festival. The trio urged the audience to be more concerned about their privacy and the information they share. They advised ways to stall groups such as the NSA and GCHQ, such as more people using file encryption and being prepared to pay for email and social services, so that tools can be built which, as Snowden sees it, allow for secure transmission of data and communications 'automatically and seamlessly' rather than 'by geeks for geeks'. Snowden, speaking from Russia, stated that 'the constitution has been violated on a massive scale' and Assange warned of a 'movement towards surveillance totalitarianism' and ‘a greater power inequality’ as organisations gain more information about us. Brands' position is problematised as people become increasingly concerned about privacy and the information that they share. Christopher Soghoian, principle technologist at the American Civil Liberties Union, who spoke with Snowden on the panel said: 'The tools we use to browse the web are made by advertising companies who are not going to give us tools that are private by default.' Soghoian believes that start-ups have an advantage to disrupt this model, by building offerings around an alternative business model. Snowden told the packed audience: 'We rely on the ability to trust our communications. Without that our economy cannot succeed.' Google's executive chairman, Eric Schmidt, speaking earlier at the festival, was pressed on his views about Google’s reaction to Edward Snowden and the NSA scandal, and was unequivocal: 'In hawks versus doves, hawks win. Fight for your privacy or lose it.' Another key theme was data-permanence and the potentially damaging implications for a younger generation who use digital channels to freely broadcast their innermost secrets and social activities. Such behaviour is the equivalent of leaving digital scarlet letters which could incriminate them later in life: 'Tell your kids about data permanency before you tell them about the birds and the bees,' recommended Schmidt. The next issue of Contagious and our Now / Next / Why event will look at the issue of privacy in more depth, including bespoke qualitative and quantitative research with insight and brand consultancy, Flamingo. Social Good In contrast to the unenvious position of many brands in the privacy debate, there were a number of brands and speakers present at the festival championing the idea that brands have a responsibility to make a positive contribution to the world. Lauren Bush Lauren, speaking about her accessories and apparel brand FEED, which donates meals to the developing world for each product sold said: 'there's no difference between philanthropy and doing business now'. Bush Lauren spoke about viewing FEED's consumers 'as advocates and donors' adding 'we want to empower our consumers to own the cause and the brand'. Chelsea Clinton also spoke about how 'technology has disrupted the very nature of how we can improve the world by empowering individuals to make a difference'. 'Giving, volunteering and contributing have been democratised like never before.' Clinton also encouraged companies to be candid about their failures, sharing that she believes the tech community is far better than the charity sector in learning from its mistakes.
  • 86. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 86 Ethical shoe company Toms' founder Blake Mycoskie used the festival to announce the expansion of its buy one, give one model to coffee, with a donation of day's worth of fresh water supplied for each bag of coffee beans purchased from Whole Foods or a Toms store. And American entrepreneur and inventor Dean Kamen also set out to invigorate the audience about the positive change they could make in the world. Kamen showcased his work with Coca- Cola to develop Coke Ekocentres, providing drinking water in the developing world. Echoing the belief shared at the festival that businesses can and should make a positive impact in the world, Kamen believes that the Bill of Rights should be accompanied by a 'Bill of Responsibilities'. An alternative search engine based around social good was presented by Twitter founder Biz Stone, who shared details of his recently launched start-up Jelly, a search engine built around the promise of a connected society and belief that people are basically good. As the internet reduces degrees of separation between people, Jelly allows people to source answers from a friend or a friend of friends. Using Existing Technology for Innovation Google's head of creative partnerships, Ben Malbon, spoke about using existing technology to drive innovation, saying 'being first has always been a big thing in the advertising industry, but the future's here already... Innovation doesn't need invention.' Malbon believes that brands already have incredible opportunities to create storytelling experiences, and it is far easier to bend the rules of online advertising infrastructure than TV or print, offering massive opportunities for creatives. MIT Media Lab's showcase of its work, just away from the convention centre, brought existing technologies to new and exciting forms. Its showcase included the Little Bits modular synth kit, shown above, and The Girl Who Was Plugged In, a sensory fiction experiment that develops plot through a wearable device and networked sensors and actuators. Joi Ito, the Media Lab's Director was inducted into the SXSW Hall of Fame at the festival. Contagious co-founder and editorial director Paul Kemp-Robertson and James Kirkham from Holler presented Full of Tomorrow: Brands, Technology and Miracles. Based on a 'No more jetpacks' principle, the presentation showed how existing technology has the potential to affect the near future and how brands can position themselves in that space. If you missed it, or want to follow up, the Scriberia-animated individual Wildfire scenarios are in full on YouTube, and we’ve collected some of the individual examples we showed on Tumblr. Quality Content Producing quality and considered content whether for TV, social media or other online platforms was a recurring theme. Dana Brunetti, producer of Netflix breakout show, House of Cards, believes 'it's a fantastic time for content creators if you're looking to reach an audience'. His co- speaker, Randi Zuckerberg, added 'we now live in an age where your audience has an audience'. Producing content in a slower, considered way, and achieving a higher quality output as a result cropped up in a number of sessions. Statistician and blogger Nate Silver spoke in favour of slow journalism: 'because it’s so easy to publish on the web, people think that it’s a speed thing. I believe in differentiating on the basis of quality.’ R/GA used its panel on Social Media fiascos to position brands in the publishing space. Neal Mann, multimedia innovations editor at the Wall Street Journal, advised: 'Be listening. As a brand you're in the game that publishers are in. Understand the news cycle, how people perceive different news events and what's not appropriate to comment on.' Tone of voice, authenticity and an investment in social media at a senior level were all cited as important to social media success. Chapin Clark, R/GA's MD of copywriting, added 'I hope brands get away from being "always on" on social media. It's more about always being relevant.'
  • 87. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 87 And, taking an alternative perspective, Blast Radius' Steve Johnson, applied user experience learnings from porn to web design. His conclusions? Streamline navigation, explore greater fidelity, facilitate communication and expand the experience. Hardware Scientist and computer programmer Stephen Wolfram laid out the tools he designed to allow people to communicate with technology and link programming languages, thus creating software in much simpler ways, with near-instant APIs hosted by Wolfram’s Programming Cloud. The potential of a more natural way of processing data continues to be a lofty goal in developing the next generation of mega-distributed software, particularly with regard to the internet of things, and connecting up the large number of objects expected to arrive on the web. Off-campus, the hardware vs. software debate was brought to life through food, thanks to Oreo and IBM's super computer Watson. The Modelez brand's Trending Vending lounge allowed users to 3D print Oreo cookies - users browse a selection of ‘trending flavours’ on a large touchscreen panel, and then select one of 12 available flavours and colours of crème. A 3D printer developed by MAYA Design then printed the unique cookie in under two minutes. Watson kept an eye on trending twitter topics under its #IBMFoodTruck - chefs from the Institute of Culinary Education used Watson to suggest intriguing recipes based on the selected dish, based on the chemical composition of the ingredients. Selected recipes ranged from Chilli Con Carne, Poutine, Vietnamese Apple Kebab and Belgian bacon pudding. A Comprehensive List of Online Video Ad Types and Formats, Pros and Cons Christophor Rick | Jun 17, 2012 The online video advertising offerings continue to expand and I thought I would go through the whole list of them and give some of my thoughts on the pros and cons of each. I won't go too deeply into specific products from ad networks, just a general overview as they all fit into one category or another. Where possible I give some examples so you can better visualize the ads themselves. In-Stream Video Ads The major type of video advertisement that people are familiar with are the linear video ads, sometimes incorrectly called in-stream ads, which play in the video player before, during or after a piece of video content. All of the in-stream ads are played within the main video player where the actual content will be viewed. According to the IAB, In-stream is a larger category that includes Linear Video Ads and non-linear ads. Linear Video Ads These are ads that we commonly call pre-, mid- and post-roll ads. The key to a linear ad is that it takes over the full video player space. This type of ad can also include an interactive takeover, for example an overlay that gives a user a choice of which ad to watch or when to watch the ad. They're linear because they run in line sequentially with the content as in ad-video, video-ad-video or video-ad. Linear ads are, again according to the IAB, either 15- or 30-second spots. They can be less but should not exceed 30 seconds. Do not allow for fast forwarding through the ad. The ads can be 4:3 or 16:9 aspect ratio, however, 16:9 is far more common nowadays for online video players. Types of Linear video ads:
  • 88. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 88 Pre-roll - Runs before a piece of video content Pro: must be viewed before content is played. Con: could cause viewers to click away before ad fully plays. Mid-roll - Runs somewhere in the middle of a piece of video content, pausing the content and resuming it when complete. Pro: Gives viewers time to get hooked into the video content before displaying, possibly reducing abandonment. Con: Intrusive, like TV advertising and on shorter pieces of content could still cause abandonment. Post-roll - Video ad plays at the completion of the video content. Pro: Least intrusive of these ads. Con: No motivation for viewer to watch as content has already completed. User Ad Choice Overlay - An interactive overlay that offers a choice of ads for the viewer. After a specific amount of time, a default video ad will play, usually as a pre-roll. Pro: Better targeting of ads as users decide which brand or product they want to see. Con: Could cause abandonment if the timer is too long and the viewer gets restless. SpotXchange pre-roll Ad Select Interactive Video Ad - These types of ads take over the full screen and preempt or pause the video content. They allow a variety of interactions, like clicking for more information, signing up for a newsletter, locating a store, etc. Usually are a mix of video, animation or static images as well as interactive elements. They can show up before, during or after the content plays and usually play for 15-30 seconds. Pro: Allow for further viewer engagement with the brand as well as interactivity that either expands in player or clicks out to an advertiser website. Brightroll interactive pre-roll with clickable hot spot Non-Linear Video Ads Overlay Video Ads This type of video advertising runs simultaneously with the video content, usually in the form of an interactive banner ad in an overlay. Clicking on these ads generally pauses the content and either a full player ad is shown or the user is taken to an advertiser's website. Some ads will, after a set period of time, collapse into a smaller "bug" so as not to cover a sizable portion of the video content. Some ads also have a "close" action which does the same thing. These ads could display over linear ads also. Generally, a non-linear video ad will run for 5-15 seconds before rotating to another ad or reducing itself in size. Usually only cover the bottom 20% of the video content. Specific Media Specialty Overlay Video Ad Pro: Are displayed without making the viewer wait for the video content. Can be reduced to a small 'bug' but remain present as a persistent brand or product reminder while the content is played. Viewers are familiar with this ad type as there are similar ads on television. All interactions with the ad are user-initiated as they are not required to interact in order to view the content. Con: Could inadvertently cover important information like subtitles, captions or other information in the video. Movement in the ads could be distracting and annoy the viewers causing abandonment or lowering of brand reputation with them. Non-Overlay Video Ads Some ads can run concurrently with the video content, in the video player and not actually overlay the video content. Usually used as an 'invitation' to interact with the brand or other video content. Very similar to the overlay but removes the negative impact of covering the video content. IAB in-stream, non-overlay invitation ad spec
  • 89. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 89 Pro: Are displayed without making the viewer wait for the video content. Are a persistent brand or product reminder while the content is played. All interactions with the ad are user-initiated as they are not required to interact in order to view the content and the ad does not cover the video content. Con: Movement in the ads could be distracting and annoy the viewers causing abandonment or lowering of brand reputation with them. Companion Ads Companion ads are, by definition, in addition to the video player and any ads that run within it. They are displayed in the web page around the video player and often take the form of display banner ads of standard IAB sizes like 300x250, 728x90, etc. They offer a persistent visual for a brand or product during the video content play without taking up video player space. They can include text, static images or rich media. Tremor Media Pre-roll Extended Play features a companion ad on right. Pro: Do not interfere with the video content playback. All interactions are user-initiated. Con: Can easily be covered if the video player is changed to full screen mode. Movement in the ads may be seen as distracting, annoying the viewer and potentially lowering brand reputation with them. In-Banner Video Ads In-banner video ads, or ads that show video in a standard banner size and placement which may or may not be expandable, can be companion ads meaning they are displayed on a page with a video player. They can also be stand-alone placements on pages without video players and the ad engine handles the playing of the video ad in the banner. Varieties of this include collapsible in- banner video ads which start as a larger area of the web page and either shrink down to the standard banner size automatically or through user interaction or expandable in-banner video ads which start as the standard banner size playing the video but offer the user an option to expand the video and watch in a larger area. These types of ads, when expanded, overlay the content on the web page. Jivox quattro expandable leaderboard display to video player overlay Pro: Interactions are user initiated. Do not interfere with content of web page in the case of the expandable. Offer the robust messaging of in-stream video ads on any page. Can be used on pages without a video player or other streaming content. Fit into standard display banner ad spaces, for example, 300x250 or 728x90. Con: Movement in the ads can be distracting and annoying. Usually no way to stop the video content playing. In-Page Video Ads These ads are embedded video players that are specifically there to show a video ad with no video content attached to them. Like in-banner video ads these need not be companion to a normal video player. Generally, require a good amount of space on a web page but some ad networks offer smaller placements. A Comprehensive List of Online Video Ad Types and Formats, Pros and Cons TubeMogul offers two types of in-banner video ads (in-display). Left: branded auto-play. Right: Live Streaming
  • 90. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 90 Pro: Offer the robust messaging of in-stream video ads, but can be placed on any page where space is available and do not need to be on a page with a main video player or other streaming content. Con: Often found very low and out of sight on a web page (shame, shame publishers...). Movement can be distracting and annoying. Usually no way to stop the video playback in the video. In-Text Video Ads Contextual advertising meets video advertising in these user-initiated ads. Words in the text of a web page are highlighted and when a user rolls the mouse over them an overlay pops up and plays video associated with the highlighted word. Vibrant Media in-text with dynamic content (video) Pro: All interactions are user initiated. Offer the robust messaging of in-stream video ads, but can be placed on any page and do not need to be on a page with a main video player or other streaming content. Work well for buy now and call-to-action campaigns. Con: Inadvertent mouse over by user can cause frustration and annoyance. Could be detrimental to brand, product and publisher reputation with user. Sponsorship Graphics Graphics and video components that are displayed in the video player, around or adjacent to the video content playback. These graphics are usually persistent through the entire video player presence and offer interactivity outside of the video playback window. Essentially, they're branded video player skins that expand outside of the video player main window. May run just during the ad (as in the YuMe ad below) or be visible through the whole playback of the video content. YuMe ExpandedView shows sponsored frame (skin) around video play area while ad plays. Pro: Persistent visuals and optional interactivity throughout the video playback. Offer the robust messaging of in-stream video ads and do not interfere with the video content being viewed. Con: Could be distracting for the viewer. Require wide enough main content panes on web pages to show the video content and the sponsorship graphics when shown side-by-side. Can be covered when the video player goes to full screen. In-Game Video Ads Video ads displayed during a game's loading or in between levels in the game. Used to monetize the game without charging the players for the game. Often seen in online, social and mobile games. Essentially, a video player overlay loads over the game while it loads up or loads a new level. Pro: Doesn't really disrupt the gamer experience as it is done during required pauses for the game to prepare more information. Offers gamers the chance to get the game free or cheaper in return for watching the ads. Non-skippable. Short enough to reduce abandonment. Con: Could be off putting for some Connected TV Video Ads I have been preaching that online video advertisers need to get on board with connected TV advertising and now there are a wide range of options available from a variety of ad networks. Ads in this category can be pre-app, as in they play while the app is loading, or in-app, as in they play like more traditional online video overlays or in-streams like pre-, mid-, and post-roll. Some
  • 91. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 91 connected TV ads will display right in an app store or menu and they can then be expanded to full screen takeover. YuMe connected TV ad with full screen take over YuMe connected TV ad with full screen take over (clicking lower left ad will expand to full screen). Some connected TV ads will offer more information about the specific program being watched. Yahoo connected TV in-show ads Other formats include insterstitial (in between channel changes, program loading, etc) and interactive search results page ads. Connected TV ads will probably take shape a lot like online video ads have done but work more toward enhancing the viewer's experience by offering more relevant information and ads in regards to the content being viewed. However, there could come a time when these ads supplement traditional advertising and instead of cutting away from a show to a commercial break they could go side-by-side (much like FOX has started to do during some NASCAR races) with an interactive advertisement and continue the show, especially during DVRed content to continue to monetize the content by inserting non-skippable advertisements. Pro: Brings true online video interactivity to the TV screen. Allows users deeper engagement with brands, products, shows and cast members. Con: Could be slow on uptake depending on connected TV sales and consumer openness to new advertising formats during traditional television experiences. Game Console Video Ads Microsoft just recently rolled out their "NUads" which are set to run in the dashboard of their Xbox 360 video game console. These new interactive "NUads" will utilize the Kinect voice control and motion sensing technology for increased audience engagement. Ads generally run 30 seconds and offers viewers questions to be answered. For advertisers, there is real-time feedback included which allows for finer grain looks at viewer engagement, etc. Microsoft NUads Microsoft NUads notice the Kinect window in lower right and hand tracking middle right edge. Pro: Could revolutionize advertisements for game consoles and the streaming video services that have ads on them. Voice and gesture controlled ads could make them more game-like and bring a drastic boost to user engagement with brands. Ads could be incentivized with free Microsoft points or product samples. Con: Could totally backfire and alienate the hardcore gaming crowd which the console was first aimed at but now seems to be a secondary concern for Microsoft who is pushing the platform more like an OTT or set-top box than a gaming platform. This could have serious repercussions for them later. Could also associated brands with that negative sentiment and seriously impact brand reputation with gamers. The Video Viewability Debate by Kevin Van Lenten , Monday, March 17, 2014 Outdated benchmarks don’t tell the full story about a product. Just as very few people would ever make horsepower-hour the basis for buying a car, “viewability” doesn’t present the complete story about the effectiveness of online video advertisements.
  • 92. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 92 A horsepower-hour was useful for telling people who were accustomed to work animals how much utility they’d get out of a steam engine. Most automotive buyers today wouldn’t find that to be a helpful comparison. Viewability originally arose as a way to evaluate the value of an ad for print and TV, and was based on an estimate of how many people saw or heard an ad. In the mid-‘90s, this metric was applied to display advertising. However, this application quickly became under fire due to the nuances of online media and consumer interaction. The effectiveness debate in regards to display has now moved toward performance based metrics and analysis. Still, it’s as if history is repeating itself when trying to answer how to measure the effectiveness of online video, with viewability once again in the spotlight. According to a recent article, the viewability debate is disrupting the marketplace. The Media Ratings Council admits that its tools for tracking viewability aren’t yet ready for prime time. Even Google’s solution is evolving, and the Interactive Advertising Bureau’s new SafeFrame technology isn’t necessarily going to become an industry standard. ABC Television Network advertising executives Adam Gerber and Rick Mandler recently wrote an op-ed saying, “We believe consensus on a first generation definition for video viewability is well within our grasp. In the meantime, let’s take a few good steps in the right direction, and not leap before we know where we will land. It makes sense to move forward with a display standard, but take a little more time on video. What we do over the next twelve months will affect the next decade. Let’s get it right.” It all comes down to this: you cannot create a standard video measurement based on display, TV or anything else. It needs to be unique to the medium. Not all aspects of ranking viewability are equal. For example, applying below the fold, in-banner video ad metrics to pre-roll video ads in online video players as recent studies by companies like Vindico have done. Similar to search, digital video is a responsive product that should be measured based on effectiveness and completion of an action. So, some ad networks are ensuring high ROI through processes and complementary technologies, such as predictive, or “semantic” search. Video effectiveness can be measured by examining these key quality elements: user verification, centralized video player location on the webpage, assessing video completion rates, and ad performance. Working with third parties such as comScore to ensure validity and by ensuring that partners have verification processes in place can also help advertisers to evaluate ad impressions based, verify quality of the audience and brand appropriateness. These processes involve the monitoring of content with both technology and human intelligence to discard any suspicious clicks. Moving to a performance-based model to evaluate effectiveness requires brands to examine video completion rate, the percentage of viewers watching the entire video, and ad performance, ensuring that advertisers only pay when ads are viewed. Today’s concept of viewability delivers a form of measurement, but it is just a starting point. The debate about the definition and validity of using viewability as a guiding metric will continue if we want to get it right. With advertisers budgeting campaigns based on a cost-per-view, it is essential for the industry to examine other core metrics to measure the effectiveness of online video ads. Kevin Van Lenten is chief revenue officer at Vertical Search Works. By Fabio Amato Video Insider for Monday , March 17 , 2014 : System to block Pirate cell begins to work Monday
  • 93. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 93 Devices without certification will still work at least until September. Mobile and tablet ' ling xing ' will be prevented from using the network. G1, in Brasilia Begins to work on Monday (17) the system developed by the Brazilian operators in the country to block devices like phones and tablets, pirates or even originals, that do not have certification from the National Telecommunications Agency (Anatel). However, these electronics will continue to operate normally until at least September, when the deactivations should actually begin. Until then, the system will only mount a database with information on the equipment in use in Brazil. The measure will hit all devices that use chip and accessing the mobile network operators, including tablets and even credit card machines, provided they are not approved. The site allows you to see the FCC approved and certified appliances. The system can also crash original electronics, imported or purchased abroad, whose model is not certified in Brazil. For these cases, the recommendation of the agency is that consumers, before purchasing equipment out of the country, before confirming the model has already been approved here. Funded by operators The creation of the Integrated Management System apparatus (Sistema Integrado de Gestão de Aparelhos -Siga), which will allow the lock, the law serves the telecommunications industry that says you can only work here installations approved by Anatel, ie attesting the fulfillment of certain technical requirements and therefore receive a seal of the agency. This seal can be found on packaging or devices themselves and Anatel guides consumers to confirm his presence before purchase. The development of this system was revealed by G1 in November 2012 . At the time , it was predicted would begin operations in the first quarter of 2013. It is funded by Oi, Claro, TIM and Vivo at an estimated cost of approximately R $ 10 million. Siege ' ling xing ' The main objective of the FCC and companies withdraw from the market is of low quality equipment , known as " xing ling ," and that usually smuggled into the country. According to the agency, they can harm the health of users, it is not known what level of radiation they emit , nor the components they use, which leads to the risk of explosion. Also, can cause noise on the network operators and disrupt the use of voice or mobile internet service by other customers. And in the case of smuggled, the government still fails to collect taxes. However, Anatel and the operators have no idea how many devices are not approved for operation in the country today. With the coming into operation of Siga, will be possible to know the number. No surprises The superintendent Control Obligations of Anatel, Roberto Pinto Martins says that the locks should only start in six months and that users who use irregular unit warned before they cut the service. " We'll probably have a campaign [ to guide users ] messages with warnings. No one will have the handset disabled from one day to the other, " Martins said. However, it guides consumers already avoid buying uncertified. " People have to be careful not to invest in a phone that may not work then. "
  • 94. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 94 According to the superintendent, spent the period of six months, Carry should first move to prevent the illegal entry of new devices on the network operators. This means that the lock will occur at the time when the person makes the qualification of a new chip using equipment not certified. The second step, which is not yet confirmed, it would lock the phones that are already in operation. According to Martins, however, Anatel may choose not to adopt this measure. " The trend is that these devices are not certified to operating disappear with time. They will have to be replaced eventually, and when people do, it will no longer be able to reach the mobile network with irregular. " How it will work The FCC does not give many details of the operation of Siga, he argues that this may facilitate the action of fraudsters who intend to dribble it to continue using irregular devices. The system will be operated by ABR Telecom, which is now responsible for the administration and number portability system by blocking stolen phones. From Monday (17), so Siga will follow a database of phones and other devices like tablets in use in Brazil, which are connected to the Oi, Vivo, TIM and Claro network. When the user makes a voice call or access the mobile internet, an exchange of information takes place between the unit and it uses the operator's network. That's how the system will be able to identify if that equipment is approved or not. This recognition will be done through the identification of devices, called IMEI code, captured by central operators. Anatel is a list of IMEI of all approved models in the country. What the system will do is compare the code of your phone with this relationship maintained by the agency and, if the number is not listed, will prevent it from being used to make calls or access the internet using the mobile network. The FCC denies that follow will have access to other information contained in the apparatus, as the ratio of calls made by users, websites accessed with the phone or tablet and phonebook. Digital Chameleon Releases 2014 Digital IQ Index 17 March, 2014 The gap between the digital and non-digital media, brand and agency teams is widening, according to Digital Chameleon’s second Digital IQ Index. Four major insights were discovered after analysing the data; digital knowledge still resides in specialist terms, the skills parity of brand, agency and media, a growing strength in owned media categories and older and emergent sectors require additional focus. Sydney, 17 March, 2014: Digital Chameleon has today released their second Digital IQ Index™ – a data snapshot of 625 participants that has revealed a widening gap between digital “haves” and “have nots” amongst brand, agency and media teams – even as digital continues to emerge as the operative core for 21st century sales and marketing organisations. Four major insights have been uncovered: 1. Digital Knowledge Still Resides in Specialist Teams There is a significant gap of knowledge between general sales and marketing teams and digital specialists. Individuals who scored well were generally from digital teams, and that knowledge wasn’t distributed outside of those teams. Digital knowledge still resides in a very small percentage of media, brand and agency staff, at the same time that digital is becoming a central focus of marketing. As digital becomes more complex, there is a danger that the gap between the digital have’s and have-not’s will accelerate.
  • 95. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 95 2. The Skills Parity of Brand, Agency and Media There is virtually no daylight between brands, agencies and media in terms of skill levels. All three sectors are effectively unprepared to manage and execute digital marketing campaigns. If agencies are unable to provide more value in this area, brands will have no option but to develop internal expertise quickly to remain competitive, and will force a re-examination of the brand- agency-media relationship. 3. Growing Strength in Owned Media Categories Significant portions of both brand and agency teams were found to have proficiency in both Social Media and Content Marketing (Media respondents were not assessed on either of these disciplines). This may represent an intersection of classic below-the-line marketing responsibilities, a generational familiarity with online content and community, and a drive to reduce costs. One concern is that this expertise tended to exhibit itself in a core part of the team and not as a general skill set (Specialists versus Generalists). 4. Older and Emergent Sectors Require Additional Focus Despite arguably being the first widespread digital marketing skill set, proficiency in Online Advertising remains woefully low – almost 20 years after the first banner ad appeared! This lack of proficiency extends across all three sectors, including Media whose business model is most tightly associated with it. One reason for this lack of knowledge might be the continual reinvention of this discipline, with constant evolutions involving developments like programmatic buying and online video requiring skills updating. Not surprisingly, both brands and agencies are also failing to cover the skills gap in the newest digital discipline of Data & Analytics. “For leaders who are prepared to fill their digital skills gaps and ease the pressure on their digital specialists by ensuring all team members have a working knowledge of digital, this will be a period of opportunity and growth. For those who aren’t, the next few years will become even more competitive, challenging, and potentially brand-ending,” said Patty Keegan, Managing Director of Digital Chameleon. Digital Chameleon’s bespoke Digital IQ Index™ was first launched in November 2012 and focused on the results of 350 respondents working for agencies, media businesses and brands across Australia. The participants were queried about their own levels of confidence around a number of standard digital skills areas, ranging from display (online) advertising to social media. In addition they were surveyed as to their attitudes towards digital trends and learning modalities. Whilst the first Index was based on self-reported confidence levels, the 2014 Index relies on actual responses to a standard skills assessment tool taken by 625 participants. Those respondents included 361 media (magazine and newspaper teams), 131 brand (products and services) and 133 agency (creative, media buying and full-service). Team sizes ranged from 20 -180 people. The assessment is made up of 32 questions and is accessed online by learners in Digital Chameleon programs. These questions sought to capture familiarity with common concepts, processes and definitions used in basic digital marketing planning and execution. Four major digital marketing disciplines were reflected in the assessment, including Online Advertising, Social Media, Content Marketing and Data & Analytics. Eight questions relating to each of these four disciplines were asked of the participants. Participants were grouped into one of four categories: Uninformed (unable to engage), Partially Informed (barely able to engage), Proficient (proficiency in basic concepts), and Highly Proficient (highly proficient around topic). Participants in the first two categories (Uninformed, Partially Informed) were found to be lacking sufficient knowledge to engage in digital marketing decision- making around that discipline. Those in the second two categories (Proficient and Highly
  • 96. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 96 Proficient) had the skills and knowledge to make effective decisions around that particular digital marketing discipline. In summary, despite a growing shift of resources and budget to the development of digital marketing strategies, platforms and channels, the actual skill levels to effectively manage and execute digital marketing programs are absent outside of digital teams." The One Thing You Must Do to Hire Better People and Find Better Jobs March 17, 2014 "... too many people shut the door to potential career opportunities using short-term information to make long-term decisions." Forget just-in-time hiring. While the best people might be open to discuss the possibility of a career move, when you get them on the phone don’t try to force-fit them into some skills-infested job description. After 30 years of recruiting outstanding senior staff, mid-level managers, and company executives, I can now state unequivocally that the single most important step in the passive candidate recruiting process is the first conversation. This same principle holds true for every job-seeker, whether active or passive. The problem is that too many people shut the door to potential career opportunities using short- term information to make long-term decisions. Whatever side of the door you’re on, here’s how to keep it open: • Recruiters: when you contact a potential candidate, don’t ask if the person would be interested in your specific open job. Instead, ask if the person would be open to an exploratory conversation if the position represented a potential career move. Asking people who aren’t looking if they’d like to chat for a few minutes about a potential career move is far more productive than selling lateral transfers. We just completed a survey with LinkedIn that indicated that 81% of the fully-employed are open to this type of discussion. • Recruiters: build a relationship and forget the box-checking exercise. When you start the phone screen, don’t tell the person much about the job other than providing a quick overview. Instead, suggest that the purpose of the call is to determine if the job represents a true career move to the person. For the next 5-10 minutes review the person’s LinkedIn profile and try to find 4-5 learning and opportunity gaps your job offers that person’s current job is missing. These are things like a broader role with more responsibility, bigger budget, more impact, faster growth, and more visibility. You’ll use these to fashion the potential career opportunity as you move on to the next step. • Job seekers: when first contacted by a recruiter, don’t filter the opportunity on the negotiable items. From a practical standpoint, if the job isn’t a potential career opportunity, it doesn’t matter what you get on the day you start a new job. Too many candidates, using the silly excuse of “not wanting to waste anyone’s time,” ask about the compensation, the location, the title and the company name. All of this can be negotiated – even the location – for the right person. If the recruiter goes into box-checking mode, take control of the conversation and ask why the job is open and find out about the biggest challenges facing the person. If these sound appealing, describe some of things you’ve accomplished that are comparable. Then suggest a more detailed conversation with the hiring manager. A good recruiter would naturally suggest this, but don’t judge the potential opportunity on the quality of the recruiter. • Recruiters and job seekers: emphasize career growth not compensation maximization. As long as the job offers a combination of less pain, some short-term stretch, and significant upside potential, compensation will wind up in the middle of the stack of criteria passive candidates use to compare and accept offers. Unfortunately, recruiters and job seekers alike filter their decisions to
  • 97. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 97 move forward on compensation before either has full knowledge of the job or what the person brings to the table. • Hiring managers: conduct exploratory phone screens before meeting any candidate in person. After the recruiter conducts the first exploratory conversation, I suggest that all hiring managers then conduct a similar 30-minute exploratory phone discussion with the prospect. Top people are very open to these types of more serious, but still exploratory, conversations. During these sessions hiring managers should describe the big challenges in the job and ask the candidate to describe his or her most comparable accomplishments. This forces the conversation to focus on factors that best predict success – comparable past performance. When the candidate and hiring manager agree to an in-person interview, the stage is set for both to determine if the job represents a career move. Another advantage: the phone screen minimizes the corrosive impact of first impressions increasing the accuracy of the subsequent assessment. When it comes to mixing and matching people with job opportunities, too many decisions to proceed are based on short-term factors that are neither predictive nor fixed. Jobs can be modified, compensation is negotiable, and skills don’t predict performance. Recruiters: don't sell the job, sell the discussion. Hiring managers: clarify job expectations before meeting anyone, and then only meet people after an exploratory phone conversation. Passive job seekers: waste some time talking to the right people. You never know where the conversation might lead. The Power Players in the Publicis-Omnicom Merger Who may be in line to lead By Noreen O'Leary January 5, 2014, 8:49 PM EST The completion of the Publicis Groupe-Omnicom merger will likely be pushed back to the second quarter, pending regulatory approvals. But that delay is doing little to stem speculation about which executives will influence the integration that will form the ad industry’s largest player. Until the deal is done, the two are still competitors. Because of that, discussions remain at a corporate rather than operational level and center on understanding combined capabilities, according to sources. Executive moves will, of course, depend on whether Paris-based Publicis Groupe CEO Maurice Lévy or Omnicom chief John Wren, in New York, becomes the dominant force in the co-CEO structure. (The betting money right now is on Wren leading the charge.) While in no way a definitive list, these are several of the players who could help steer the new Publicis Omnicom Group—some obvious, others not so much. Randy Weisenburger CFO, Omnicom Group Wren first met the investment banker in the late ’90s at their daughters’ primary school in Greenwich, Conn. He convinced Weisenburger, then CEO at Wasserstein & Co., to move to Omnicom as CFO in 1999, and the two have worked closely ever since. (They are the face of Omnicom’s lean holding company, and in recent years Weisenburger was seen as a possible Wren heir.) Respected and familiar with Wall Street’s ways, Weisenburger is considered a shoo-in for a top job, particularly if Wren calls the shots. But Publicis Groupe CFO Jean-Michel Etienne was involved in acquisitions like Saatchi & Saatchi, Bcom3, Digitas and Razorfish and possesses major integration experience Weisenburger lacks. Etienne might become CFO at the merged company (which will now have more European investors), with Weisenburger taking the COO role. Andrew Robertson President, CEO, BBDO Worldwide Robertson is the best-regarded among Omnicom agency chiefs—even the recent losses of Gillette and Bank of America haven’t tarnished that reputation. Known for his client expertise and professional standing, he was the favorite to succeed Wren before the merger announcement. Now any succession plan has been pushed back, and some wonder whether the 53-year-old, who marks his 10th anniversary as BBDO chief this year, is getting restless and looking for a challenge elsewhere. If the well-compensated Robertson—who reportedly has incentives not to leave for another agency job—gets disenchanted, he might look outside the ad business. (He is said to
  • 98. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 98 have had discussions in the past about a top job at HBO.) But if he stays at Publicis Omnicom, he may inherit an even bigger prize. Troy Ruhanen Evp, Omnicom Group Ruhanen’s promotion in October to a holding company job, where he’s handling larger clients and forging cross-agency collaboration, is the latest move in grooming the exec for a bigger role. Since he joined BBDO New York in 2004, Ruhanen has run the agency’s billion-dollar AT&T business and climbed the ranks to become CEO of the Americas, BBDO’s largest region. The Australian moved to BBDO from Sydney, where he ran Publicis’ Leo Burnett. (He understands merger integration, having overseen Burnett’s acquisition of Cartwright Williams and D’Arcy.) Ruhanen is known in both corporate camps and in recent years was rumored to be in the running for a top job at both Burnett and Omnicom’s TBWA. Now, with nearly half of the industry’s networks under one company, there will be even more leadership opportunities for this upwardly mobile exec. Arthur Sadoun Global CEO, Publicis Sadoun is a Publicis Groupe rising star and was named global chief executive of its namesake agency in October, but the jury is out on how he will fare on a bigger stage. He is famous in France, with his TV personality wife and a life that’s covered in the pages of Paris Match. But his early success at Paris shop Publicis Conseil hasn’t been matched at Publicis France and Europe. (Sadoun knows Omnicom: Before Publicis, he ran TBWA Paris and sold an agency to BBDO.) Sadoun replaced Publicis global executive chairman Jean-Yves Naouri, who was thought to be in line for Lévy’s job; now it’s unclear if Naouri will stay. That said, Naouri may handle shared services at the merged companies, something he did well at Publicis Groupe. Daryl Simm Chairman, CEO, Omnicom Media Group Publicis Groupe is the only holding company without a media holding unit akin to its competitors, and Simm—the architect behind the creation of OMG—would be the right guy to build a combined operation should that happen. (Additionally, Simm doesn’t have a Publicis counterpart since Jack Klues, CEO of Publicis Groupe’s digital and media network VivaKi, retired.) Simm first earned global cred when he was head of Procter & Gamble’s worldwide media at just 33. If he gets the top job, it’s unclear how Laura Desmond, Starcom MediaVest Group global CEO and Publicis’ highest ranking U.S.-based media exec, will react. Desmond, who reportedly had unsuccessfully angled to become Klues’ successor, is said to be reluctant to work for Simm and is putting out feelers for a new job, something Publicis denies and Desmond declined to address. Scott Hagedorn CEO, Annalect Hagedorn led the creation of Annalect, Omnicom’s new digital, data and analytics platform, which Wren touted to Wall Street as “transformational” in the way agencies leverage information. Catching the Omnicom chief’s eye is the latest accolade for Hagedorn, an executive whose crossover career has spanned digital and traditional media. (He previously served as U.S. CEO of OMG’s PHD, managing director of corporate sibling media company OMD East, U.S. director of OMD digital and chief interactive officer of Omnicom’s direct unit, Rapp.) In three years, Annalect has grown into a 850-person global organization he created with the assistance of Wren’s digital architect Jonathan Nelson. The unit pitches outside the industry against the likes of Adobe, McKinsey and Nielsen. In contrast to Publicis, Annalect underscores Omnicom’s philosophy of “building not buying” when it comes to generating growth in the digital arena. Kurt Unkel Global president, VivaKi’s Audience on Demand In the newly merged company, Publicis dominates digital. While VivaKi chief innovation officer and chair of DigitasLBi and Razorfish Rishad Tobaccowala is expected to play a major integration role, observers are also closely watching Kurt Unkel, who is rising quickly within the VivaKi hierarchy. In 2013, he was named to his current role following a VivaKi reorganization, taking charge of AOD,
  • 99. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 99 one of VivaKi’s fastest growing practices and largest revenue drivers. Unkel built AOD from one of the first agency-led ad-trading platforms into a global operation. (After launching in Amsterdam and Singapore in 2013, it will set up shop in China this year.) Previously, Unkel proved that he could work with complicated global marketers, creating and leading digital strategy, investment, analytics and ad operations across Publicis Groupe with a focus on General Motors. Stephan Beringer Chief growth and strategy officer, Publicis Groupe’s digital technologies division Beringer is said to be a go-to digital guy within Publicis Groupe, and the Paris-based executive reportedly has the ear of CEO Maurice Lévy. Last year, Beringer was promoted to his current role, where his mandate is to create cross-agency client teams using DigitasLBi and Razorfish resources—experience that would be well suited for the cross-utilization of assets within Publicis Omnicom. He earlier cultivated those skills as CEO, international, for the company’s Digitas and Razorfish operations, where he created similar teams across 11 international offices. Beringer is no stranger to Omnicom operations: In the ’90s, he created an agency in Germany that would become Omnicom’s Tribal DDB, and as a founding member of Tribal DDB, Beringer established new offices and became president of EMEA, where he tripled the regional footprint to 24 offices. Counting Counts: Six Reasons Everyone Must Read Erwin Ephron's Book 'Media Planning' Dave Morgan I was so moved by the speeches at last month’s memorial service for Erwin Ephron that I bought a new copy of his extraordinary book on how media works, “Media Planning: From Recency to Engagement,” hoping for a quick refresher. Surprisingly, I got much, much more than that. When I read (or, most probably, skimmed) “Media Planning” six years ago, I knew virtually nothing about the real workings of the television ad industry. I was a digital guy and didn’t really think I needed to try to get under the covers of television media concepts, assuming that they would go away as soon as digital technology and concepts reshaped -- and replaced -- them. Today, having spent the past five-plus years working in TV media, and learning about the field’s power, its nuances and subtleties, I have a very different perspective. Reading Ephron’s book over this past holiday really brought this home for me. Certainly, there is no better book to prepare someone to understand what the media and ad industries must do to successfully navigate the digital transformation they are undergoing today. In “Media Planning,” Erwin Ephron asked (and answered) the questions at the root of advertising and its future perspective: How does advertising work? Why does media selection seem so irrational? Why does recency work? Why does reach always trump frequency? Why are current media measurement models so problematic? And my personal favorite: Why is media planning a conspiracy? If you care to be successfully employed and productive in our industry for any meaningful amount of time in the future, you must read (or reread) “Media Planning.” Here’s why: You will better understand the importance of measurement in media. Ephron starts and ends his book by discussing the importance of measurement. He begins with Bill Harvey’s invention of the ADI, and finishes with a quote from Lord Kelvin that was also a favorite of Art Nielsen’s: “If you can measure a thing then you know something of it.” Most concise collection ever put together. No one else has written a book as concise, focused, comprehensive -- and comprehensible -- on the topic of how media is planned and bought.
  • 100. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 100 You'll better understand what's wrong with media today. Ephron was on a mission to make our industry better. He truly understood its challenges and opportunities, and he chronicles them well here. Reading the book will help you understand how and why all of media will likely lose (or gain) consumer marketing spend going forward. Very relevant for digital folks. “Media Planning” looks at the entire media industry and how it knits together in the planning, buying and measurement of campaigns. It incorporates both legacy and emerging digital media in the analysis. While some might mistake it for a “legacy” media book, it is nothing of the kind. Instead, it’s incredibly relevant for digital folks, particularly those who want to understand why TV dollars haven’t shifted to digital as fast as they would like. Reading it just might show some of you how to get that money faster. It’s a fast and fun read. Ephron was a special writer. He had a unique ability to communicate complex concepts in simple and straightforward prose, and do it with charm. He didn’t waste words -- and, he didn’t here. At only 137 pages, “Media Planning” gets to the point fast, and his words are a delight. It will make you smarter and better. Ephron was a very smart man with an extraordinary vision. He saw how things came together in ways most others didn’t. He was able to channel this vision in practical ways, and helped change a massive industry during his own lifetime. Just his work on recency alone has probably been responsible for the allocation of hundreds of billions of advertising dollars over the past 25 years. Have a very happy new year! And reading “Media Planning” will make your 2014 even better. Top Fifteen Interesting Observations About Brazil and Brazilians December 26, 2013 Nicole 1. Ice cold beer. They don’t mess around in Brazil. Literally, the beer has frost on or sometimes in the bottle. And typically a big bottle is served in a koozie along with small cups for the whole table to share. Which means the last sip of beer is just as cold as the first. Awesome. 2. Night time showers. Everyone showers at night. Sometimes in the morning too. I have yet to adopt this night time bathing routine for fear of frightening people in the morning with my bed head. 3. Coxinhas. Cream cheese and seasoned shredded chicken surrounded by a mass of fried, breaded dough. Enough said. 4. Ham and cheese on french bread for breakfast. Sometimes served with cream cheese, butter or jam. It’s called a “misto quente.” Amazing. 5. “Oba!” A common expression of pleasure in Brazil. I thought it was only exclaimed in My Big Fat Greek Wedding. It makes me smile every time I hear it. 6. Diminutives. Brazilians like to diminituize everything with the expression “-inho/a” at the ends of words for emphasis. Examples: “bonitinha” (pretty), “fofinha” (cute), “coitadinho” (poor little thing), “jeitinho” (way of solving a problem). 7. Kisses on the cheek. The number of kisses varies depending on the city you’re in. Particularly confusing for a foreigner. And this has made for many awkward moments of people diving in for the kiss on the other cheek when you’re not expecting it. 8. Odd moments for congratulations. Cat calling females is pretty typical all over Latin America in my experience. But here I’ve noticed rather than than the simple “Hey beautiful,” Brazilian men say “parabens!” or “congratulations!” while scanning a female up and down. Seems like a strange way
  • 101. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 101 to pay a compliment, especially since it might be more appropriate to compliment the woman’s parents for their aesthetically pleasing gene combination. 9. Skimpy swimsuits. Regardless of your body type, on the beach in Brazil it is not only acceptable but also seemingly expected to cover the least amount of your body. This applies to men and women alike. 10. Shotty napkins. Seriously, the napkins served in restaurants in Brazil have got to be some of the most useless pieces of paper I’ve ever used. The quality is more like the paper used to pick up a donut in a bakery. The only good use I found at the table was making napkin roses… 11. Brigadeiros. Chewy balls of semisweet chocolate and sweetened condensed milk rolled in chocolate sprinkles. Need I say more? The cooking process 12. The Brazilian “thumbs-up.” While the thumbs up may be a globally universal sign of affirmation, Brazilians use it abundantly. It can mean everything from “yes,” to “I agree,” to “hey, thanks for letting me in that line of crazy traffic.” Thumbs up! 13. Sweet avocados. Yes, I realize the avocado is actually a fruit. And fruits, by nature, are typically sweet. But Brazil is the only place I’ve been where people find salted avocados as in guacamole, on sandwiches or salads to be strange. Instead, the preferred method for avocado preparation is to blend it with milk and sugar into a sweet pudding textured dessert. I was reluctant to tamper with my taste buds in such a way, but actually the dish was quite good! 14. PDA (“Public Display of Affection” for those who are unfamiliar with the acronym). Brazilians are very affectionate and very hands-on. This affection extends into the public arena between lovers who seem quite oblivious to the rest of the world. It’s not uncommon to see a couple heavily making out on the subway, in the middle of the street, on the dance floor, in a museum, wherever. Took some getting used to on my part. 15. Botecos. Botecos are essentially small bars with tables extending out onto the sidewalk and sometimes street. In the evenings they are usually packed with friends sharing beers and appetizers and are one of my favorite places to just hang out with people in Brazil. Key Trends for 2014: Always-On Commerce Dec 9, 2013 Mobile connectivity fosters a constant ‘shopping state of mind’ “Always-on commerce” is a subtle but significant evolution from “everywhere commerce,” brought on by consumers’ ubiquitous connectivity, according to a new eMarketer report, “Key Digital Trends for 2014.” The upshot is consumers who are, in effect, always in the consideration phase for something and rarely more than a tap away from jumping from a physical store to a virtual store, or from one online merchant to another. The impact of a pervasive “shopping state of mind” fostered by greater mobile connectivity is only beginning to be reflected in commerce sales forecasts. eMarketer predicts that by 2017, mobile will account for 26.0% of US retail ecommerce sales (which exclude travel and event tickets), up from 19.0% in 2014. That still translates into a small fraction of total retail sales, however. Nick Hodson, partner at Booz & Co., put his finger on it when he explained: “Smartphone use is more or less continuous. [It] doesn’t say anything about whether the use has anything to do with shopping, but it does mean that [it has] a large part of the consumer’s mindshare during that shopping mission. The shopping trip starts earlier and ends later than it used to.” In other words,
  • 102. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 102 even if consumers are not consciously shopping, they are shopping nonetheless. It is about state of mind as much as intent and physical location. Though mobile still accounts for such a small share of US retail sales, this shift is further along in more digitally advanced markets like the UK, where mobile will account for an estimated 24% of retail ecommerce sales in 2014, and rise to 35% in 2017. Mcommerce also is growing at a far faster clip in the UK. Retail mcommerce sales in that country will increase 53.3% in 2014, eMarketer estimates—more than triple the 15% growth rate for retail ecommerce. Tablet commerce is emerging as key to the overall mobile retail equation. For now, however, smartphones provide more attainable access to the much-larger segment of consumers in both developed and emerging markets who can afford to buy only one device. The combination of portability, connectivity and relative affordability gives the smartphone a privileged place in driving always-on commerce. Unlike tablets, smartphones are more frequently used on the go, often to assist in a purchase that in many cases does not necessarily terminate on the device. Even if tablets generate far higher on-device sales, smartphones play a unique role as the fulcrum between digital and physical retail. Word of Mouth's Measurement Imperative Ed Keller Published: December 4, 2013 at 5:7 AM PST A ring of people marching with bullhorns Word of mouth is more effective than traditional marketing, but difficulty proving ROI is a significant obstacle to growth. Those are two of the most significant findings to emerge from the recently released “ State of Word of Mouth Marketing Survey ” conducted by the Word of Mouth Marketing Association (WOMMA) and the American Marketing Association (AMA). According to the study, two thirds of marketing professionals feel that word of mouth marketing is more effective than "traditional" marketing. Reflecting this belief, 70% of marketers expect their companies will spend more money on social media in 2014, representing a bigger increase than any of 10 forms of marketing that were studied. Standing in the way of bigger investment in word of mouth and social media marketing, however, are difficulty measuring offline WOM (89%), showing return on investment (85%) and measuring online social media (79%). During the recently concluded WOMMA Summit, Brad Fay – WOMMA’s incoming Chair – announced that WOMMA is embarking on a new word of mouth measurement initiative called the Return on Word of Mouth Study to address the measurement challenge uncovered in the survey. WOMMA has retained Sequent Partners, a brand and media metrics consultancy, to oversee a market mix modeling project that will put a dollar value on consumer-to-consumer conversations about brands, both online and offline. WOMMA is in the process of recruiting brands and agencies to participate in the study. Great strides have been made in the past year or two, as modeling efforts have shown that word of mouth drives sales and also contributes significantly to marketing effectiveness, as people who are exposed to marketing often talk about it with others. This new initiative will take this learning even further and allow marketers to truly understand the value of a conversation. Ed Keller, CEO of the Keller Fay Group, has been called "one of the most recognized names in word of mouth." His new book, The Face-to-Face Book: Why Real Relationships Rule in a Digital Marketplace, was recently published by Free Press/Simon & Schuster. You can follow Ed Keller on Twitter, Facebook and Google+, or contact him directly at ekeller@kellerfay.com.
  • 103. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 103 Comércio eletrônico cresce 217% na black friday e bate todos os recordes São Paulo, 1º de dezembro de 2013 Faturamento do setor chegou a R$ 770 milhões em um único dia. A edição 2013 da Black Friday brasileira superou todas as expectativas. De acordo com a E-bit, empresa especializada em informações do comércio eletrônico, a data foi responsável por um crescimento nominal de 217%, em relação a 2012, e movimentou R$ 770 milhões, quebrando todos os recordes de faturamento em um único dia. Para Pedro Guasti, diretor geral da E-bit, os resultados dessa edição aproximam o e-commerce nacional das estatísticas norte americanas. “A Adobe Systems indica que nos Estados Unidos, as vendas relacionadas à Black Friday movimentaram US$ 1.06 bilhões. O faturamento brasileiro, convertido em dólar, fica em torno dos US$ 330 milhões, o que representa cerca de 30% da receita americana”, explica. Na última sexta-feira, 1,950 milhão de pedidos foram feitos via internet no Brasil, número cinco vezes maior, se comparado a um dia normal. O tíquete médio das compras ficou em R$ 396. A categoria mais vendida foi “Telefonia/Celulares”, seguida por “Eletrodomésticos”, “Moda & Acessórios”, “Informática” e “Eletrônicos”, respectivamente. A previsão inicial, feita no início de novembro, era de que as vendas durante todo o dia gerassem R$ 390 milhões para o e-commerce, mas, às 17h, esse número já tinha sido alcançado. Segundo Guasti, os resultados da Black Friday superaram até mesmo os mais otimistas e vão impactar no Natal. “O período de compras natalino vai de 15 de novembro até 24 de dezembro. Constatamos que o evento não somente impactou positivamente as vendas na sexta feira, como também nos dias seguintes. Com o décimo terceiro em mãos e os descontos oferecidos, muitas pessoas aproveitaram para antecipar os presentes. O Natal, principal data sazonal do e-commerce, representa entre 15% e 20% do total das vendas do ano. Em 2013, certamente terá um peso maior por causa da Black Friday”, conclui. Mobile Commerce in Brazil Slow to Take but Gaining Momentum Sep 18, 2013 Would-be smartphone buyers in Brazil discouraged by poor retail experience on mobile Mobile commerce in Brazil is still taking its first few steps, but the country’s intense mobile uptake and maturing ecommerce space are helping push mobile purchases ahead. In its June 2013 roundup of the state of mcommerce in Brazil, e-bit, a leading ecommerce data provider in the country, showed mobile purchases accounting for only 3.6% of total ecommerce transactions that month. While still a small share, the June 2013 number represents a substantial leap from the 2010 baseline. e-bit measured growth every six months and found that mcommerce’s share increased by between 100% and 200% during some of these half-year stretches over the previous few years. The leading obstacles to mobile buying in Brazil seem to be a somewhat mixed bag, with many snags related to retailer investment in the devices. Google’s February 2013 “Our Mobile Planet” study found that long page-loading times were the main barrier to more mobile purchases, cited by 32.1% of smartphone users surveyed. Although this may be partially a reflection of limited mobile networks in Brazil, it is something that could be addressed by retailers creating low-bandwith mobile shopping sites. Similarly, responsive design solutions could help overcome the small screen sizes on smartphones, which 29.2% of smartphone users cited as a barrier to mobile buying. This could
  • 104. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 104 also help with the lack of detailed product or service information, which ranked as the third most cited reason for forgoing mobile purchasing. Despite the still low uptake of mobile commerce, and numerous barriers slowing down would-be mobile shoppers, smartphone owners who have taken up the practice of buying on mobile seem sold. Google’s study found that 40.8% of smartphone buyers in Brazil made purchases via these devices at least once a week, and 23% did so at least once a day. Mobile devices certainly present more digital shopping limitations than computers. But the significant uptake of smartphones in Brazil, along with the growing penchant for ecommerce in the country, should motivate retailers to dedicate greater effort to their mobile storefronts in the hopes of attracting receptive mobile buyers. Bradesco inaugurates the era of sponsored mobile Internet Fernando Paiva 13/03/2014 at 10h57 From now on , Bradesco account holders who access the database via their smartphones will no longer be charged for the data traffic . This goes for people with post- paid lines as pre- paid of the four major operators in Brazil (Vivo , TIM , Claro and Hi ) both . This is the first contract of its kind in the country , where a private company to pay the four largest mobile operators for their apps and mobile site to be accessed by the public for free . Before social networks like Facebook and Twitter have managed to offer free cellular access in Brazil , but within bilateral agreements with either tele and did not involve compensation between the parties , because they are considered agreements in which both sides win ( worth reading of matter in which the director of the Facebook mobile for Latin America explains these partnerships , published last week in TIME MOBILE ) . It took a whole year of talks to reach an agreement with the four telcos , reports Luca Cavalcanti , director of digital channels Bradesco . The novelty may have weighed to the delay : " I know of no similar with another bank in the world event ," said the executive . A fixed fee to be paid by the bank for each carrier, taking into account the proportion of each in the use of mobile banking among customers of Bradesco was defined . The contract has a pre - defined duration , the period is kept confidential , but shall be extended automatically if neither party objects. " It is a disruptive model in the market . Do not know if all the telcos have realized this from the beginning . Understand that operators now have in their hands a new business to be practiced with great companies . And the major beneficiary of this is the user " , says the director Bradesco . The idea of the bank to provide free mobile access to their account holders came after a lot of research with its customers . "We realized that the prepaid customer accounts for the amount of data that consumes and prioritizes ( apps ) you use most . The bank , however , is not a priority on your mobile access . Therefore needed to open access ," said Cavalcanti . numbers To understand the decision of the Bradesco is necessary to know their numbers in mobility. The mobile channel has grown by leaps and bounds within the bank . In January this year Bradesco recorded 104 million transactions made via mobile phone . In January 2010 , four years ago , there were only 1.5 million . Now , the average daily bank is around 3.3 million mobile banking transactions . His last record in a single day was in December , with 4.2 million transactions , and must be beaten this month , provides Cavalcanti . " With each blink of the eye are 8000 transactions conducted via mobile devices ," estimates . Mobile banking is now the second most important channel contact Bradesco , second only to the ATM in the number of transactions , but must reach the lead until the end of the year . The 2013 consolidated figures are also impressive . The volume of bills paid via the mobile bank grew 241 % , reaching R $ 1.2 billion last year . Bank transfers via mobile, in turn , increased by 483 % in 2013 , reaching U.S. $ 2.3 billion .
  • 105. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 105 Currently , of the 26 million current Bradesco , 3.2 million are active users of the apps or the company's mobile site , which means they used mobile banking at least twice in the last three months. The projection of the bank is that this number will rise to 6 million by the end of the year . Bradesco 's strategy goes in line with a movement that can be seen in Brazil and other countries . In the U.S. , AT & T even created an area dedicated to develop businesses based on sponsored traffic. Tela Viva Mobile The model of the mobile Internet business will be sponsored theme of a panel discussion at this year's Mobile Screen Live seminar , which will take place on 21 and 22 May at the World Trade Center in São Paulo . Luca Cavalcanti , Bradesco , will be a speaker of this panel . Other names will be confirmed in the coming weeks . For a complete schedule of Tela Viva Mobile and more information about registration , visit the event website : www.telavivamovel.com.br The Traditional Purchase Funnel Is Kaput Enter the 'always on' consumer ByPele Cortizo-Burgess March 10, 2014, 10:06 PM EDT Why does a shopper choose Brand A toothpaste off a supermarket shelf or click the orange “Add to Cart” button under Brand B flat-screen TV on Amazon.com? If you sampled or “liked” a new brand of cookie last weekend at Costco—but didn’t buy, knowing your pantry cookie jar is full— might that positive taste and experience inform your decision on your next visit when the jar is empty? Illustration: Alvaro Dominguez For years, marketers have explained the process of consumer choice narrowing from multiple purchase options down to one with the purchase funnel, a model theorizing that decisions are formed in a linear fashion from awareness, to interest, desire and, finally, purchase. Advertising, in various media, shaped opinion along the way. But I think the funnel is kaput. The psychology of choice is widely agreed to be far more complex, and far less linear. Research into consumer purchase habits, which started in 2005, reveals that consumer decision making about brands is constant. People are always absorbing messages and internalizing those that are meaningful, whether about cookies or TVs. This “always-on” status means that consumers are constantly gathering information about brands and forming opinions (or what we at MEC call “passive-stage bias”). A misunderstood part of the journey, passive-stage bias plays a powerful role when consumers are actively considering a purchase. Indeed, more than half (53 percent) of the 100,000-plus consumers we queried in 13 markets worldwide for our ongoing MEC Momentum study said that they had a strong idea of which brand they’d buy before they began the buying process. Having studied consumer buying across 23 brand categories, we found that before they click to buy or grab a product off shelf, consumers have journeyed through four distinct stages: passive, active, trigger and purchase. Whether consumers are more receptive at, say, the active stage or in the trigger phase varies by category and amount of passive-stage basis. This new understanding allows marketers to understand and assess the factors that influence their consumer throughout the full cycle, including the strength of passive stage bias. Consumers with strong bias consider fewer brands, spend less time in the active stage and are less concerned with price when making their decision. If more than 50 percent of consumers already have a strong idea of which brand they will purchase before they start the buying process, shouldn’t you know how they’re being influenced?
  • 106. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 106 Also consider purchase triggers, or what moves a consumer from a passive stage to an active one. For toothpaste buyers in China, the dominant cause for buying a brand was “I was running out,” followed by convenience (“It was part of my regular grocery shop”). Similarly, need was also the leading cause for Polish consumers shopping for a mobile phone contract. This makes it all the more important for a brand to build equity with consumers during the passive stage, ensuring that when they go into the store or online to make their purchase, they’ve already got your brand in mind. What drives a consumer from considering a brand to choosing it over others varies by category. Car buyers wanting an environmentally friendly car, our research shows, were five times more likely to buy a Toyota over an Audi, while flat-screen TV shoppers looking for the latest technology were seven times more likely to buy a Samsung over a Hitachi. Finally, the role of communications at various points of the decision cycle is a key factor. Consumer response to specific touch points and types of ads (i.e., paid, owned and earned) varies depending upon category. Consumers wanting to buy a soft drink are moved equally by viewing a TV ad and seeing a product on a store shelf, while prospective flat-screen TV buyers are most influenced by in-person viewing (owned) and online (earned) reviews. TV ads (paid), in contrast, mattered least. Armed with this information, we’re better equipped to answer the question of this new always-on marketing cycle. And yes, those Costco samples matter, even if you don’t make a purchase right away. Pele Cortizo-Burgess is global director, integrated planning at MEC. How The Google/comScore Partnership Can Fundamentally Change Latino Marketing Thursday, Mar 13, 2014 by Lee Vann, Imagine being able to receive real-time data about the type of content an online ad is being displayed next to. Or learning within seconds key demographic information on who is viewing and engaging with it. Then having the ability to use those metrics to make immediate adjustments in order to optimize a campaign. Imagination will soon become reality, thanks to the recently announced partnership between Google and comScore. The Internet giant is integrating comScore’s validated Campaign Essentials (vCE) into its DoubleClick digital advertising platform. Through this partnership, online advertising data will be collected and mined in much the same way Nielsen collects information about broadcast ads. This data will give marketers deep insights into the performance of digital campaigns and has the potential to shift the $300 billion spent worldwide on broadcast advertising to digital. It will also help marketers better target and optimize their online messages to specific audiences. Think the fastest-growing demographic group in the U.S.: Latinos. This partnership will allow marketers to better reach all Hispanics including the elusive, but desirable, Hispanic Millennial segment that tends to consume most of its media in English. Kudos to Batanga Media, which has agreed to enhance the Google / comScore partnership by providing its propriety ethnicity data, which, in turn, will allow advertisers to better target Hispanics online.
  • 107. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 107 3 Reasons Why Search Marketers Should Prepare For Mobile Wearable Devices by Laurie Sullivan, Wednesday, Mar 12, 2014 With Google announcing plans to launch its first software development kit (SDK) this month for wearable devices, and startups pitching ideas and winning over investors, marketers need to become more aware of how wearable devices will change their role across search engine media -- and become aware of how to capitalize on the data behind the gadgets. Reason One Google Glass, Epiphany Eyeware, and Ringblingz are three among a slew of wearable device makers and products that will change how search marketers do their job. Many of these devices are paired with the consumer's mobile phone. In Ringblingz's case, leaving a smartphone behind in a taxi or a restaurant lights up the pendant, the charm, or the ring or makes it vibrate, alerting the owner that they have left something of value. Ringblingz wants to build the "largest wearable social database" based on statistics, said Ringblingz cofounder Jeanniey Mullen. "The data might tell us that fifteen-year-old girls most often add Instagram to receive notifications, or the average person is in five Ringblingz networks," she said, noting that initially the devices will speak to digital natives and young adults. "The average teen gets about 144 social notifications daily, but only 12 are important. The vibrations and lights in the pendants and rings are set to specific phone numbers in the person's contact list." I met up with Mullen at South by Southwest (SXSW) to talk about how her products, which she believes will become available to consumers in stores fall 2014 in Los Angeles, New York, and San Francisco, will change search marketing. Pre-orders on the company's Web site begin later this month. The strategy includes working with brands to demonstrate how a company might sponsor an event or industry, and search marketing and social media campaigns. One might base discounts in a store on the color of the shopper's LED light in the device. The devices can also provide notifications to wearers such as a reminder to take medication, make a phone call, or pick up a child from school. "We're also working on integrating the technology into other apps," Mullen said. Open the Ringblingz wearable device and you'll find a Bluetooth low-energy sensor that communicates with the phone, and an LED light that offers up to 300 colors based on several patents filed in 2010. There's a vibration feature with or without color. The mobile app gives users control of the settings. Today, the battery -- which lasts four to six months -- dictates the size of the piece. Reason Two Azher Ahmed, SVP director of digital operations at DDB Chicago, an Omnicom Group company, suggests being patient. Similar to the early days of search, the platforms are evolving and opportunities to monetize and communicate are limited. He offers other advice as well, such as don't over-invest in any one device or category. "Search marketing is all about finding relevance within an opt-in activity such as search engines," he said. "Treat wearables in the same manner and find ways to enhance the behaviors." Ahmed said marketers need to think of attributes that attract people to wearables, and extend search strategies to include those that "naturally siphon" the traffic. Reason Three The Ringblingz will set back consumers between $40 and $60, but potential smartwatch purchasers are willing to pay a lot more, according to an ABI Research study. Adults want text
  • 108. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 108 alerts, call alerts and caller ID as the most attractive features of a product in a wearable watch. The study suggests that consumers willing to spend between $1,000 and $5,000 for a watch also want voice commands and controls. They would pay up to $500 for a smartwatch. The largest group of respondents said they would pay between $50 and $200 for a smartwatch, followed by another group who said they would pay between $200 and $500. A Profound Look At The Future Of Media - On An Episode Of 'The Waltons'? by Ed Martin, Thursday, Mar 13, 2014 Of the many great treats featured in Hallmark Channel's weekly schedule, the classic family drama “The Waltons” is one of the best. I remember a period spanning many years when this show and its characters were part of the national conversation. They were household names; their routine “good nights” to each other at the end of every episode were mimicked by adults and kids alike. “The Waltons” used to be referred to as iconic, but I’m not sure if that’s true anymore. I can't help but wonder if are there any millennials out there who have ever even watched this show. To be honest, I'm not sure I care. “The Waltons” was there for me when I was a kid, for many of its nine seasons, and I will always treasure it for that. I found my weekly visit to Walton's Mountain in fictitious Jefferson County, Virginia to be the perfect escape from whatever was on my mind or the perfect background noise when I was doing my homework. That said, I have to admit that my primary memories of “The Waltons” are somewhat vague and also limited to the show's early seasons. In its later years I lost interest altogether, partly because I was busy with other things, but also because the show was starting to go through its own aging process. Sooner or later each of the five adult stars would leave the series, due either to death (Will Geer), illness (Ellen Corby), or the desire to move on to other things (Michael Learned, Richard Thomas and, eventually, Ralph Waite). Further, I can't recall a time or place when “The Waltons” was prominently showcased in syndication, so in most instances I saw episodes of this show once way back in the Seventies and never again. I'm writing this column because a recent episode shown on Hallmark Channel -- episode 17 from Season Nine, to be exact -- really hit home for me now, as a long-time television critic, in a way that it wouldn't have when it first aired. Titled “The Threshold,” it dramatizes the arrival of television on Walton's Mountain in the late Forties and offers great futuristic insight about all media. As always, the episode opens with narration by a middle-aged John Boy (voiced by series creator Earl Hamner, who based the series on his own teenage years and young adulthood). “The postwar world is an era of innovation,” John Boy says. “We stood upon the threshold of a new age which was ruled by sudden change. Technical advancements in medicine, science and electronics had a profound effect on the way we lived and thought. None of us dreamed how deeply we would have been affected by those advancements even though we were close by when it all began.” These words were written for a program about the Forties that was produced in the Seventies, but Hamner could have been talking about the realities of this digitally driven millennium, as well. In the episode, John Boy, who had returned home after serving in the military to write a novel, and who wanted to teach at nearby (and fictional) Boatwright University, tries to encourage the creation of a television department at the school. (Until I caught this episode on Hallmark I had forgotten that in the eighth and ninth seasons of the show a different actor, Robert Wightman, had replaced Richard Thomas as John Boy!) “This is going to give Boatwright University a head start,” John Boy enthuses to the dean. “Sooner or later colleges all over the country will be teaching television techniques.” “I'm afraid our Board of Trustees doesn't agree with you,” the dean replies. “According to them, television is still experimental and will never compete with radio.”
  • 109. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 109 Determined to change the minds of the trustees and land himself a teaching job in a new television department, John Boy sets out to write a script for a show about television. Meanwhile, his inventive younger brother Jim Bob sets out to build an actual television set, which he actually does, although he has to mount an antenna on the top of a hill (where reception is the best) and run a wire all the way down to the Walton home -- in effect creating a form of cable TV even before broadcast came into its own. John Boy's script is filled with insights about the potential of television (and social media, for that matter), especially in these words: “We must recognize that television is the frontier of today. It will affect the future of our world in ways we can only begin to guess. Art, music and literature are not passive. They demand someone to look and listen and to think and respond. It will be the same with television, and audiences must learn to participate intelligently, for they will share the responsibility for what they see.” Amazing fellow, that John Boy, correctly predicting that television would eventually be an interactive medium. He could have been talking about “American Idol” and “The Voice.” But he decided that his original draft was too stuffy, and was moved to give it a quick rewrite after looking through a picture book with his little nephew John Curtis, which gave him a glimpse into the future “where the pictures were moving.” John Boy wrote: “Boys and girls growing up in out of the way places like the hills of Virginia could share in things they might not otherwise see, things like opera and ballet and concerts and theater. Television will take them across the world so that for John Curtis and his generation there will be no strangers, just people who accept and understand each other.” I'm not sure we’re there yet, but John Boy was certainly on to something. Five decades later the wisdom of “The Waltons” still resonates across all media. John Boy's very basic television presentation, made via closed circuit, ultimately impressed the Boatwright trustees, and they moved forward with the creation of a television department. As expected, the episode closed with Walton family members saying good night to each other. This time the exchange was between John Boy and his kid sister Elizabeth. “John Boy, were you nervous on television?” “Not once I got started.” “Maybe you'll have your own television show one day.” “I’d like that, Elizabeth.” “What would you call it?” “Since I write best about this family I guess I'd call it ‘The Waltons.’ Good night, Elizabeth.” “Good night, John Boy.” Here's what the internet could look like in 2025 18 hours ago March 13, 2014 11:16AM Could the future involve humans having a relationship with artificial intelligence? Source: Supplied CHARLIE Chaplin once said that cinema was just a fad. In 1936, The New York Times wrote that a "rocket will never be able to leave the Earth's atmosphere." In 1955, Variety magazine stated that rock n' roll would be gone by June of that year.
  • 110. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 110 Predicting the future of technology is a fool's errand. But that certainly hasn't stopped us from doing it. On Tuesday, the Pew Research internet Project and Elon University's Imagining The Internet Center tried to cast light onto what online life will look like in 2025 by publishing a series of predictions about the internet from academics and scientists. Ignoring for a moment the folly of looking into the crystal ball, these are some of the most interesting guesses at what the future of the internet holds. By 2025... You'll Forget The Internet Is Even There. Will we all be using Google Glass? Source: Supplied "The internet (and computer-mediated communication in general) will become more pervasive but less explicit and visible," David Clark, senior research scientist at MIT's Computer Science and Artificial Intelligence Laboratory, told Pew. "It will, to some extent, blend into the background of all we do." Joe Touch, a director at the University of Southern California's Information Sciences Institute, agrees. "We won't think about 'going online' or 'looking on the internet' for something." He writes. "We'll just be online, and just look." The Internet Will Be Better Than Any School Teacher. Technology will continue to take over the classroom. Source: Supplied With existing resources like Wikipedia and Khan Academy, the internet currently provides access to education like never before. Many of the academics surveyed believe that these resources will only get better over time, creating a more equal playing field. Hal Varian, Google's chief economist, believes that the "biggest impact on the world will be universal access to all human knowledge. The smartest person in the world currently could well be stuck behind a plow in India or China. Enabling that person - and the millions like him or her - will have a profound impact on the development of the human race." The Internet Will Prove Orwell Right. Was Orwell right? Source: Supplied Hong Xue, director of the Institute for Internet Policy and Law at Beijing Normal University, goes straight-up Orwellian in his prediction, envisioning a future where "people will be living in a 1984- like, transparent world." While many of those surveyed foresee the increase of data and information as a way of improving medicine, education, transportation and day-to-day life in general, others fear that it will lead to increased discrimination and marginalisation, enabling those in power to justify institutionalised oppression. The Internet Will Change So Quickly You Won't Be Able To Keep Up. Philosopher and communication theorist Marshall McLuhan once said, "We shape our tools and thereafter our tools shape us." Many of the commentators in the Pew survey seem to agree. As technology advances and evolves at unprecedented rates, there are concerns that we will fail to recognise potential consequences and pitfalls. The fear is that individuals will fail to recognise and fully grasp what they're participating in, what they're consenting to and what they're enabling online. A respondent who preferred to remain anonymous wrote that while "the information we want will increasingly find its way to us, as networks learn to accurately predict our interests and weaknesses... that will also tempt us to stop seeking out knowledge, narrowing our horizons, even as we delve evermore deep." The Internet Will Break Down Geography.
  • 111. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 111 "When every person on this planet can reach, and communicate two-way, with every other person on this planet, the power of nation-states to control every human inside its geographic boundaries may start to diminish," David Hughes, a telecommunications pioneer, said to Pew. The Internet Will Make Us Incredibly Lonely Perhaps you’ll fall in love with a computer. Source: Supplied Bob Briscoe, chief researcher at British Telecom, worries that while our interactions may increase, they will also become more superficial and unsustainable. Others believe that global connection will lead to local isolation - they insist that while the "global village" might have it's benefits, there is undoubtedly a trade-off of making us feel isolated. Coincidentally, Spike Jonze's "Her" -- in which a man, driven to loneliness by an impending divorce, falls in love with an operating system - takes place in 2025. Or... The Internet Just Won't Even Exist. This may be the most difficult prediction to wrap your head around. Retired software engineer Robert McGrath thinks there is a 50/50 chance that the internet won't exist at all. Citing cyberattacks, McGrath hypothesises that the World Wide Web could be brought to its knees - dragging the economy and the world as we know it down with it. Project Blueprint: Cross Platform Measurement's Big Leap Forward By Charlene Weisler Thursday - March 13, 2014 www.MediaBizBloggers.com The cross platform measurement market is awash with various solutions, but none that are able to successfully measure non-duplicated individual demographics across platforms -- except Project Blueprint. That is why Project Blueprint’s recently announced phase 2 pilot test of development is so exciting. I spoke with Jane Clarke, Managing Director of CIMM in a series of videos about Project Blueprint – data collection, the impact of comScore’s eight year contract to license Nielsen Audio (previously Arbitron) data, areas of development, points of difference with other measurement services and CIMM’s role in Blueprint’s development. Project Blueprint, which has developed over the past few years through collaborations with CIMM, and a major investment over the past year from ESPN, offers a unified and nationally scalable sample that incorporates comScore’s hybrid online and mobile measurement, Arbitron’s (now Nielsen Audio’s) portable people meters for TV, radio and out of home¬¬ and 5 million set top box data households from several new sources. All of these datasets enable the measurement of the unduplicated reach of TV, radio, desktop, smartphone and tablet, including time shifting, DVR playback and viewing by children. And, because of its hybrid TV measurement methodology of blending individual person level TV viewing data from PPMs with STB data, Blueprint enables a form of person level STB data analysis down to the telecast level for even long tail networks. “This is one of the best aspects of the measurement,” says Clarke. “The PPM is an individual measurement device for both radio and television. This enables us to link radio and television data individually to digital behaviors. That is significant because the big challenge in cross platform measurement is, how do you de-dupe across platforms? You can’t de-dupe at a household level. You can’t de-dupe at a television set level. You have to de-dupe at an individual person level. This is one of the biggest breakthroughs in the research methodology.” Interestingly, it also solves the STB data issue of STB on/TV set off. Clarke says, “The combination of the PPM television viewing data and the return path data is brilliant because each compensates for the weaknesses of the other. It’s not only the demographics but also the ability to know if the set is on or off. Further, Arbitron (now Nielsen Audio) and comScore created a
  • 112. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 112 calibration panel -- a five media calibration panel -- so it is a single source, at the individual level, calibration panel which is one of the ways they can get the de-duplication across platforms measured accurately. ” All of these advancements are what the industry says it wants. According to Clarke, “CIMM has taken a POV among the members as to what we think the criteria should be for successful cross- platform measurement. We are pursuing the Blueprint project because it comes close to meeting these criteria.” The other cross platform measurement service in the market is Nielsen which is working to extend their linear TV currency measurement to include mobile viewing of C3 eligible commercial ratings as well as digital ratings from their Online Campaign Ratings. "Nielsen's role is to measure consumer behavior in a device and platform-agnostic way and to provide the ratings that are used to buy and sell more than $70 billion of advertising," said Megan Clarken, EVP Global Product Leadership for Nielsen. According to Nielsen, the combination of their TV currency with their Online Campaign Ratings will create cross-platform ratings on a gross audience basis. Smartphone and tablet viewing must match TV programming exactly before they can be included. Those cases where the viewing elements do not match are not included in the current version of their system. Further, Nielsen’s system cannot calculate unduplicated reach and frequency at this time. According to Nielsen’s press department, “In 2014 we will introduce DPR, which will provide R/F/GRP for TV program episodes viewed on computers, smartphones and tablets. When available those metrics will allow for comparison with TV ratings but will not de-duplicate viewing. Our goal is to deliver in 2015 a cross-platform program rating that includes unduplicated viewing across TV and digital.” The CIMM member companies form the roster of current clients for Project Blueprint include ESPN, Disney ABC Television Group, Fox Broadcasting Co., NBC Universal, CBS Corporation, A&E Networks, Turner Broadcasting System Inc., Univision Communications Inc., Viacom, Publicis Groupe, GroupM, and Omnicom Media Group. With the new capabilities of Project Blueprint, more will certainly follow. Interview conducted by Charlene Weisler, Weisler Media LLC. She can be reached through her research blog www.WeislerMedia.blogspot.comor at WeislerMedia@yahoo.com. Full disclosure: Charlene hosts a street art blog on The Starry Eye blog community Innovation and Personal Branding Posted March 8, 2014 by Braden Kelley I've been thinking a lot lately about personal branding, in part because I'm about to begin a new commissioned white paper and so I've been re-visiting my popular white paper for Innocentive - Harnessing the Global Talent Pool to Accelerate Innovation, and what I wrote about personal branding there: "... the world continues to move away from being a place where employees expect to have jobs for life, and fight against any change to this paradigm, to a world where portfolios, personal branding, and project-based work will become more common in an increasing number of industries. The evolving world of work is becoming a world in which individuals will need to be really good at collaborating and playing well with others, while also honing their skills at standing out from the crowd. At the same time, the external perception of your network value will expand from a focus on internal connections to also include the talented minds you might know outside the organization that can be brought in on different projects or challenges." So, let's dig in...
  • 113. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 113 The power of the individual versus the power of the collective. This is a tension that has been around longer than the practice of human resources and talent management as an occupation. While the organization is concerned with achieving success for the collective, too often we forget that the collective is made up of a collection of unique individuals, and that each of these individuals have a collection of unique skills, talents, and abilities that may or not directly fulfill the needs of their role and the organization's goals and brand promise: “To build a brand, you must start a conversation with your customers. Your customers have to know that you stand for something and that they can count on you to deliver upon your brand promise.” (April 20, 2012) While the role of the individual in helping to fulfill the organization's brand promise is often not considered, it should be, at the same time that the organization considers whether its chosen individuals adequately fill the defined job requirements that the organization believes are necessary to fulfill the collective's mission to achieve revenue and profits for its shareholders, value for its clients and donors, or benefits for its constituents (depending on whether you're talking about a for-profit, non-profit or governmental organization). If we look at each role in an organization as an attempt by management and human resources to find a perfect match for the job requirements that live within a certain circle, the fact is that for every role, the circle of the individual's skills, talents, and abilities will never perfectly overlay the circle of the job requirements, it will always look like a Venn Diagram with a good candidate possessing a large amount of overlap, but with always some of their skills, abilities, and talents lying outside of their job requirements' circle. But most organizations (referred to as Typical Organizations in the graphic below) fail to harness the skills, abilities and talents of the individuals they have in their organization to achieve greater performance as a collective. In my mind this is painful, wasted human capital - painful for the organization (lost potential revenue and profitability) and painful for the individual (boredom, stress, and disappointment). But, a handful of more progressive, innovative organizations are trying to do better to harness the passions AND the skills, abilities, and talents of their individuals to better achieve the collective's ability to generate revenue and profits (or other appropriate benefits) by engaging their employees in the innovation efforts of the organization, and allowing their employees to take some of their skills, abilities and talents and apply them to help fulfill other job descriptions. This looks something more like this: But in the most progressive organizations, they not only provide a way to better harness a more complete set of their employees' skills, abilities and talents to more than one job description, but they also find a way to harness more of the skills, abilities, and talents that employees are currently realizing outside the organization in their hobbies, volunteer work, or other places. And the successful organizations of the future will not stop there. They will also harness the connections their employees have outside the organization to increase the innovation capacity of the organization, and better engage not only partners in helping to fulfill the needs of different job descriptions, but they will also even engage their customers in achieving the work of the organization. Where customer or partner skills, abilities and talents intersect with the job requirements, work can get done, and where customer or partner skills, abilities or talents intersect with employee skills, abilities or talents intersect, communities and connections have the chance to form and be nurtured. This is what organizations of the future will look like: In this scenario, where innovative organizations begin to move beyond better harnessing the internal innovation capacity of their employees, to also harnessing the external capacity to work (and to innovate) of individuals outside of the organization (and to expand the scope of the collective), and to attract partners and customers to participate, organizations that allow and even encourage employees to develop a personal brand and greater external connections, will claim an outsized share of the potential benefits to both the mission of the organization and to its innovation efforts.
  • 114. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 114 If your employees lack the external exposure, the external connections, and the external personal brand equity and awareness, how much harder will it be for your organization to: • Attract the best partners to your innovation efforts • Recruit the best customers to co-create with you • Build a strong pipeline of potential future internal talent Through this lens you can see that in the future, innovation success will be determined not just by how strong the brand of your organization is (or the collective), but also will be shaped by the strength of the personal brands of the collective's component individuals. Does your organization recognize the value of your personal brand to the innovation success of the collective, and foster it, or attempt to prevent you from growing your personal brand equity? What is your personal brand, how strong is it, and how are you going to leverage this to power innovation in your organization? Keep innovating! 5 Most Common Mistakes in Social Media Posted March 28, 2013 When my agency started doing social media audits three years ago, we weren’t exactly sure what to expect. What we soon discovered is that, big or small, B2B or B2C, many companies seem to be making the same mistakes, regardless of the department leading the charge. Here is a quick overview of the five most common mistakes we’re seeing, along with notes on how to correct these self-defeating faux pas. 1. The Wrong Metrics The most common metric mistake is emphasizing the number of fans you have over other markers, an approach that is symptomatic of a larger problem: viewing social as another mass medium through which branded content can be pushed. The reality is that it doesn’t matter how large your social footprint is if fans aren’t talking about your content on Facebook (PTAT) and sharing your videos, tweets and or LinkedIn posts. Enlightened brands use and monitor several more illuminating metrics, including brand sentiment, speed and quality of customer service resolution and engagement (comments, shares, CTRs, etc.). 2. Too Many Handles and/or Channels Once the social media bug began to spread across companies, every line extension of a line extension wanted its own Facebook page or Twitter account and/or Pinterest board. IBM, for example, discovered through an audit that it had hundreds of branded handles on Twitter, and ultimately, they decided to reduce that list to only a few handfuls. Similarly, many brands are stretched too thin, jumping onto new platforms without the resources to keep their content fresh and their fans engaged. It is better to just do a few channels really well than to be everywhere inconsistently. 3. All You, All the Time In social settings, brands, like people, get really boring if they only talk about themselves. Of course, you want to sell more products, but unless you have genuine news or product offers, brands should focus on being interesting and interested. Creating content that is interesting requires knowing your target really well—something that is increasingly easier with Facebook analytics platforms. Being interested starts by responding to comments and continues by asking questions. 4. Social is Isolated in One Department
  • 115. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 115 Since marketers want to market, customer service wants to help and HR wants to recruit, isolating social in one department often limits the multi-functional role that it can play for an organization. This need not be the case. We recently participated in a client’s brand integration workshop and concluded that social media touched the work of seven other agencies, including advertising, media buying, web development, SEO, PR and customer experience, which speaks to the necessity of sharing the social love across your company. 5. No Road Map As the old saying goes, any road looks good if you don’t know where you’re going. And so it goes with social, which sprouted haphazardly within most companies. Establishing a clear road map for your company is imperative, and an effective road map should assign a purpose to each channel, set up an editorial calendar, create an escalation process for customer complaints and determine staffing needs. Lastly, the road map should define the paid or earned media that will ultimately be required to achieve any kind of scale. Final note: If you aren't making mistakes in social, then chances are you aren't trying anything new. The trick is to turn these mistakes into learning opportunities that will ultimately put you one step ahead of your more cautious competitors. Please let me know if you have any great success stories that started from so-called mistakes--I'd love to make that the follow up story. Here’s How Comcast Plans to Rule American Cable and Internet By Art Brodsky The Comcast Center, Philadelphia. Photo: Matt Rourke/AP It’s been a little more than 100 years since this country witnessed an accumulation of economic power to rival what Comcast is assembling. Like the Gilded Age magnates who controlled oil and refining and leveraged their product with railroads, Comcast, the country’s largest cable company, is building a cash-generating machine that controls every aspect of its business. In the 1890s and early 1900s, the Gilded Age magnates took advantage of the laissez-faire philosophy of the time. Today, even though there are in theory more safeguards, regulations, and guidelines to prevent such industrial consolidation, no one is even suggesting that they be used, certainly not to an extent that will prevent a lot of damage. The prevailing view of what constitutes an abuse of power is too weak — and so are potential protections against such abuse. Much of the news in the internet world has been taken up by the possible consequences of Comcast’s proposed $45 billion takeover of Time Warner Cable, the second-largest cable system. But the issues extend well beyond this deal. There’s also the recent Supreme Court decision that gives Comcast complete control over its TV channel lineup. And there’s the news that Netflix has decided to connect its broadband distribution to Comcast, paying for the privilege. Together, they portend a truly frightening future for both television and the internet. Art Brodsky is a veteran journalist and advocate in Internet and telecommunications issues. He is now a communications consultant. Controlling the Channels Let’s start with the cable TV network, the core of Comcast’s business and the most pedestrian contrasted with the relative flash of high-speed Internet access. On February 24, the U.S. Supreme Court rejected Tennis Channel’s final legal gasp on a complaint against Comcast that was filed in 2010. That year, the Tennis Channel went to the Federal Communications Commission (FCC) and claimed discrimination because Comcast put the channel on a pay tier, where it would have fewer viewers, and thus a lower advertising base, than if it were on basic cable like the Golf Channel, which Comcast owns. At the FCC, an administrative judge held extensive hearings and decided for Tennis Channel. The relevant FCC bureau held for Tennis Channel. And the Commission itself decided for Tennis
  • 116. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 116 Channel. Then Comcast went to the D.C. Circuit Court of Appeals, which more often than not takes the opportunity to knock around the FCC. The Appeals Court reversed the FCC, finding that Tennis Channel’s placement on a different programming tier wouldn’t benefit Comcast. No harm (to Comcast at least), no foul. There are a couple of lessons to take from the Tennis Channel experience that bear on the bigger picture. First, Comcast now has legal carte blanche to do whatever it wants on its channel lineup, including discriminating against independent programmers. That means if you want to start a channel on the country’s biggest cable operator, you may have to agree to some special conditions, maybe even take on Comcast as an “investor.” Second, the more universal lesson that that small businesses are out there on their own. The government and its laws which exist in theory to protect them are, in practice, useless. Tennis Channel probably spent millions in legal fees, won every round they were supposed to win, and then lost. There is a reason only two complaints have been filed against Comcast. The other was from Bloomberg, which has deeper pockets than Comcast. Bloomberg wants its financial news channel to be put in the same “neighborhood” as other news channels like CNBC and MSNBC, which Comcast owns. Bloomberg thought that the wording of one of the conditions on which Comcast was able to gobble up NBC-Universal required a channel switch immediately. Bloomberg spent millions litigating the word “now” before the FCC agreed with the company, three years after Bloomberg filed its complaint. The matter is now pending in a Federal appeals court These cases are the reasons that whenever anyone talks about putting conditions on an FCC- approved deal, they are basically wishing out loud. Big companies have more money and lawyers and will make mincemeat out of conditions, throwing more into it than most mortal companies can afford. Conditions only work when they are enforced, which is rarely. Senator Al Franken (D-MN) listed some of the conditions and lack of enforcement in a letter to the FCC. Conditions are window dressing. Expanding the Empire Once the channel guide is set, then the question becomes: who will get the service? The answer shows the utter futility of modern anti-trust law. The largest cable company, Comcast, wants to pay $45 billion to buy the second-largest, Time-Warner Cable. The combined company would span 70 million subscribers — about 40 percent of all broadband subscribers and 30 percent or so of cable subscribers — and it would have access to 19 out of the country’s top 20 markets, including New York and Los Angeles, where Time Warner is the local cable company. However, the companies don’t compete directly because each has its own service territory, and so it would be hard to say there would be lessened competition. That’s the argument Comcast executives make to justify the deal. That’s also the theory that allowed telephone companies created after the breakup of AT&T to reassemble most of AT&T in two existing companies, except stronger than the old Ma Bell because of the profit-engine of wireless services. What the theory ignores is the enormous market power of a company with 30 million subscribers stretching across the country. The problem is acute for broadcasters. They have to negotiate terms with cable companies to get their channels on cable systems. When there is an impasse, and there have been many, the cable system simply drops the TV network until there’s agreement. With Comcast in all but one of the top markets, its power to force terms on broadcasters will be considerable. There will be disruptions in ad sales as well. The “competition” for wired Internet access has been over for a while, as Verizon and Comcast cut a deal. Comcast ditched plans to get into the wireless business and will sell Verizon wireless to customers. Verizon, in areas that don’t have FiOS, will recommend Comcast broadband. Will that continue in territories now served by Time Warner that would be gathered into the Comcast empire, like, say, New York City? Say what you will about wireless, it’s still not as robust a service as wired broadband services are.
  • 117. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 117 That leads to the last building block. The Toll Plaza This is where the deal between Netflix and Comcast comes in. Comcast now will determine which program providers, like Netflix, have the privilege of paying extra to provide content their customers want. Big companies like Netflix, or other video providers, can afford those direct connections. Smaller, newer services can’t, and their growth will suffer. The timing and the framing of the deal lead to any number of questions, but the conclusions seem fairly clear. First, look at the circumstances. For some reason, in the months prior to the deal, Netflix customers on Comcast and Verizon’s networks had been experiencing some very serious service issues. There can be many reasons for the degradation of picture or more frequent buffering, but remember on basic fact: consumers have paid for Netflix content twice already. They (we) pay once for the broadband service and another time for a Netflix subscription. Every bit that goes over the network has been requested by a customer. This isn’t Netflix pushing traffic. It’s Netflix responding to customer demand. If you look at it that way, then the “agreement” between Netflix and Comcast becomes a little more interesting. Netflix will pay Comcast an undisclosed amount of money to connect directly to Comcast’s network, but Netflix will not get “preferential treatment“ from Comcast. On the other hand, it may be that Netflix’s service problems will magically improve as a result of the payments to Comcast. Verizon will be next to charge Netflix for the privilege of delivering movies and TV shows customers wanted. The End Result The one company that may truly know what’s going on is Cogent, the Internet access carrier which had been carrying Netflix traffic. Cogent CEO Dave Schaeffer has said Comcast and Verizon aren’t investing in creating more capacity for exchanging traffic. His larger point, however, is that companies which can’t afford to pay whatever Comcast, Verizon, and AT&T want for non- prioritizing direct connections will have their traffic degraded. If Comcast buys Time Warner, the toll gate gets much larger, encompassing not only Comcast’s 22 million customers but Time Warner’s eight million (after Comcast ritual of discarding three million) in the largest markets. As it is, Schaeffer said, Netflix is paying a lot to connect to one cable company. The sum of those Comcast actions is pretty impressive. They can discriminate among programmers on their cable networks, expand their market of those networks to millions more people, and can charge Internet commerce companies for direct access to their newly enlarged service territory. Once upon a time, government agencies might have been interested in such things. But with the narrow definitions of anti-trust hobbling the Justice Department, the Federal Communications Commission having given away (so far) its authority over broadband and Congress more in the thrall of large companies, it’s almost a certainty that consumers will get the short end of the stick, again SXSWi Postmortem By Max Kalehoff Tuesday, March 11, 2014 As I write this column, I’m wrapping up an immersive five days at SXSWi 2014. This is my third SXSWi, having attended in 2006 and then in 2013.
  • 118. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 118 Following are some observations from the Austin-based event that keeps growing and everyone seems to be talking about: 1. Yes, brand marketers swarm. SXSWi originated as an attraction around the CD-ROM industry, then developed a focus on Internet culture and startups. Now brand marketers are flocking in ever-greater numbers, even becoming major sponsors. This year, SXSWi was swarming with marketing execs involved in media and technology. If you have an innovative proposition for brand marketers, this is a great place to meet them, though a better matchmaking service would be useful. 2. Digital marketers are still pushing boulders up hills. I’ve probably had a hundred conversations with customers from large brands over the past several days. Brand marketers attending SXSWi represent a subset of the more forward-looking members within their organizations. While they’re eager for new ideas, almost every single one I spoke with concedes an ongoing challenge and mission to educate their colleagues and transform their organizations for the digital age. Digital unpreparedness and paranoia is top of mind, and digital transformation will continue for many years to be an evolving theme. 3. Don’t forget the conference. Many visitors flock to Austin for SXSWi without buying a pass, with the expectation of never stepping a foot in the conference hall. With so much going on outside, it’s easy to forget there’s a conference going on. Side events and meeting opportunities happening outside of SXSWi are more valuable for a lot of people. But the conference holds some great content and often makes news. I recommend investing in at least two or three conference sessions because they can be insightful and create serendipitous opportunities to make important connections. WikiLeaks founder Julian Assange and NSA whistle-blower Edward Snowden were among this year’s keynotes. 4. Pace yourself. I was reminded for the third time how intensive SXSWi can be. There is so much going on, and many opportunities to engage with people from all over. It’s easy to drink too much, eat too much, and avoid sleep. Your brain is always on. Since it’s hard to avoid becoming both mentally and physically fatigued, remember to pace yourself, get sleep, and recharge with some quiet time each day. 5. Rent a house and car. We rented a nice house, which became a SXSWi base for 10 colleagues along with some customers. It was far more affordable and pleasant than all of the overpriced corporate hotels. Moreover, it served as an amazing venue for a customer party, dozens of meetings, a quiet place to work, and mental and physical replenishment. We rented a car, as the taxi shortage seems to keep getting worse. Many people debate what is becoming of SXSWi. Some swear it is the best interactive and tech culture gathering in the world, while others claim it has become corporate and jumped the shark. Because of its size, it most certainly has become a lot of different things. That’s why, for any individual, it really is what you make of it. Small agencies wary of programmatic 11 March 2014 Data sourced from MediaPost, Guardian, Ad Exchanger; additional content by Warc staff NEW YORK: Major agencies have embraced programmatic buying, but almost all small and mid- tier shops have yet to commit themselves fully to the process, new research has suggested. A survey of 75 smaller and mid-tier agency executives by Strata, the agency data processing and software developer, found that 94% of this group, which forms the core of Strata's clientele, did not trust buying media in this way.
  • 119. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 119 Despite that, only 46% said they did not actually use programmatic buying, while 37% declared themselves undecided. But Joy Baer, executive vice president and COO of Strata, told MediaPost that some clients could be using programmatic buying without realising as there was some confusion over what was included. She cited the examples of paid search or Google display as the sort of activity that could fall into this category. Over half of Strata's survey (58%) did not believe there was a "unified" industry definition for the term. Greater transparency could help attract skeptical agencies, suggested Brian Fitzpatrick, managing director of Adap.tv in Europe. He told the Guardian that "if you want to get inventory that's fully transparent, viewable and with no fraud, you simply go into the sites you want and you buy them". And he warned that agencies could not afford to ignore the issue of fraud. If they did "their clients will push back and there will be trust issue," he said. Whatever agencies may think of programmatic, advertisers themselves are increasingly keen to get involved. Video ad tech firm YuMe has just launched a programmatic solution – Video Reach – in response to customer demands. "What made us decide to engage in programmatic was that we increasingly heard customers say they would like to get some of the programmatic trading desk capabilities that they're putting in place with their agencies," Ed Haslam, a senior vice president at YuMe, told Ad Exchanger. Baer accepted that smaller agencies were less likely to be leading the charge in groundbreaking developments such as programmatic but added that they could still influence the marketplace. She estimated that smaller agencies utilizing Strata systems represented about 30% of total media spending. Ad Agencies Should Produce In-House Video To Promote Branded Content by Steven Shore, It’s still the first quarter, but it’s clear that 2014 will be the year that branded video content, more specifically online and mobile video, becomes a significant story. More than repurposed TV spots intruding as pre rolls, user-initiated, branded-content videos — meaning video that a real person needs to press the play button with the intention of watching — is pull media in one of its purest forms. Speaking with the same voice as a brand's other messaging, it is low-cost, practical video - video as a tool, often decidedly unsexy — to further inform, assist or enhance the consumer's relationship with a brand. Yet while this form of video content will see exponential growth over the next five years, what are most advertising agencies doing to figure out how to produce this stuff? Without diving too deep into the weeds, some numbers: Cisco, in their 2013 Internet survey predicted mobile video will grow at a compound annual rate of 75% between now and 2017. Kleiner, Perkins, Caufield & Byers, the Silicon Valley investment firm, sees a $20 billion underspend when comparing the percentage of consumer media time now spent with their mobile devices and online with the corresponding ad spend. As mobile and online video becomes more widespread, we see more demographic and psychographic data around how consumers interact with video. Consumers tend to trust low- to medium-size budgeted video as more "real," more “trustworthy.” Made-for-Web branded video content draws a 3.3% engagement rate, higher than the 2.5% for repurposed TV spots running as pre-rolls.
  • 120. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 120 With few forward-thinking exceptions, advertising agencies and advertising production vendors seem slow to adjust to these new demands for producing video content. Bitter cost-related debates have played out in the trade press and within respective trade organizations among the aforementioned stakeholders. Corporate procurement officers argue that value added to a traditional commercial by a production company and a director's talent is less important in the world of online and mobile video, where a premium is placed upon efficient production systems. Rather than pushing back against this argument, agencies would be well-served to embrace the notion of in-house production and its potential for story control and profit. Many agencies have paid lip service to the notion of in-house content creation without actually following through. This may be due, in part, to an inability among agency and holding company upper management to distinguish between agency production, essentially a purchasing/quality control department, and physical/production-company production, which emphasizes logistics, risk management and talent development. In addition, without understanding the fundamental difference between branded content and spots, which is like the difference between journalism and fiction, creative departments fear that working in-house undermines their ability to create quality content — not to mention a visit to Shutters. Just as TV did not replace radio and the Web didn't supplant TV, the :30 spot and all its Hollywood amenities will never go away. But for the scale required to produce voluminous mobile content, a new production model is needed. Scalable production places a premium on super lightweight, facilities-based, fast-paced shoots by multidisciplinary directors working non-union in production tax-incentive states such as Connecticut. If the cliché notion that the typical agency creative has a screenplay in the top drawer has been replaced by a director's reel on a hard drive, in-house represents an excellent opportunity for agency creatives to direct. This would enhance agencies' ability to recruit and retain talent. As it is, many creative millennials have been directing and editing content for most of their lives. Emerging talent should reside in-house. This is already the case with many digital agencies and so-called hybrid shops. If agencies and holding companies don't make the necessary adjustments to develop and execute content in house, their clients seem poised to fill the vacuum. Last year, an ANA survey indicated that 58% of member companies had in-house creative, up from 42% in 2008. 56% of those survey respondents took charge of established business that used to be handled by their agencies. To paraphrase Dr. John, if you don’t do it, somebody else will. Mobile Creating Cavern Between Retailers, Brands, Consumers by Laurie Sullivan, Saturday, Mar 8, 2014 Mobile is the most personal device in the hands of consumers, but it also creates a cavern between the store and the consumer, according to panelists during the panel Will Mobile Kill Or Save The Retail Experience? at South by Southwest Interactive (SXSWi) Saturday. It's no longer about B2C, but rather you to me. Marketers view mobile as the answer to connect with consumers, provide the information they need, but panelists said the mobile app can disconnect the retailers from the brands and the customers. Some apps are impersonal and stuffed with data not all consumers need. Colleen Sellers, director of the Allergy franchise for McNeil Consumer Healthcare at Johnson & Johnson, suggested retailers need to create unbranded apps that help consumes filter through the confusion. It should highlight categories like organic shopper, which differs from merchandise listed under the diet foods category.
  • 121. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 121 Retailers need to address more accurate messaging and take risks in the apps to reduce friction in the store, per Sarah Karam, strategic product partnerships Manager at Google. She calls on retailers to create apps that not only reduce friction, but contextualize and provide a better custom experience. Content becomes the key. There was nothing wrong with QR codes, except the content on the other side was crap, said Eric Weisberg,executive creative director, JWT. But the biggest mistake would be if retailers turned the experience into couponing, Sellers added. Brands can't wait for retailers and retailers can't wait for brands to do a better job of connecting consumers, panelists agree. MasterCard Taps Man/Machine Interaction At SXSW, Uses A Vending Machine by Joe Mandese, Saturday, Mar 8, 2014 How do you surprise, delight and capture the imagination of some of the most sophisticated users of media and technology -- the start-up community that is developing it? If you’re MasterCard, you do it by focusing on one of their favorite themes -- man/machine interaction -- but with a surprising twist, using vending machines. This one happens to be located in the “Mashable House,” where tech start-up-savvy publisher Mashable is playing host to its community during the SXSWi festival in Austin this week. “Attendees are bloggers and influencers within emerging technology that MasterCard will allow to tweet #PricelessSurprises, receive a code, and use that code to activate the vending machine,” explains J.R. Badian, vice president-senior business leader in the U.S. Digital Marketing and Social Media group at MasterCard. “The fun continues online at mashable.com from March 10th-21st,” he continues, noting that, “Interactive digital assets will be on mashable.com, allowing MasterCard cardholders to share in the surprises by surprising their friends with bakery items and delivered overnight care of magnolia bakery with purchase only with a MasterCard.” Badian estimates MasterCard will serve vending machine surprises to about 2,000 Mashable House attendees through March 9. What savvy digital marketers and agency folks might not be surprised to learn, is that MasterCard’s social team will be tapping other digital media behind-the-scenes to “amplify” the effects of the campaign. “We are leveraging an influential/well-connected/socially-active audience on Foursquare,” he shares, explaining that when people check-in on via the popular social app throughout Austin, including airports, hotels, restaurants, etc., “they will be presented with an in-app notification from MasterCard Priceless Surprises, mentioning that MasterCard is surprising its cardholders, and inviting people to tweet using #PricelessSurprises to potentially be the next surprised.” Leveraging the behavioral targeting of that check-in data, Badian says MasterCard will also display precision targeted mobile banners and facebook ads to drive additional awareness and participation in the #PricelessSurprises campaign. “This ensures that we are being smart with our targeting to reinforce messages to people who are likely attending SXSW,” Badian explains, adding, “We are trying to inspire participation (content- creation) in the broader program, amongst the influential and active audience in Austin.” Not surprisingly, the surprising initiative doesn’t leave Twitter out of the mix.
  • 122. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 122 “We will reply to tweets from people Austin who have used the hashtag during SXSWi, and will invite them to the MasterCard booth in Mashable House to get a priceless surprises from the #PricelessSurprises vending machine.” How Will YOU Use the LinkedIn Publishing Platform? March 07, 2014 by Andrew Hutchinson I began professionally blogging on LinkedIn long before LinkedIn finally gave me access to their new publishing platform today. You see, LinkedIn used to support a number of applications inside its site, and one of those was WordPress.com. When I began to blog back in July of 2008, I actually started my blog, linkedinquestions.wordpress.com, by creating it within the WordPress application inside LinkedIn. (You can still read my first blog post: 15 Ways to Grow Your LinkedIn Network.) Back then my purpose in starting a blog was really to share my knowledge with the world as a networking and personal branding vehicle. I never had an objective of marketing my content or using content for marketing: It was an organic gesture to Pay It Forward to all of those that had helped me professionally. Back in those days, my advice was solely centered on how to better use LinkedIn, and I'm happy to see that much of what I wrote about then, like 7 Reasons Why Every Professional Should Be on LinkedIn, is still relevant today. Every professional on LinkedIn has the ability to do what I did. Just as we are all now sharing more content to showcase our thoughts and beginning to participate in the employee advocacy programs of our employers, the release of the LinkedIn publishing platform for all gives every professional the ability to share their professional expertise with the world. Every conversation you have with a client, a fellow employee, or an industry professional can now be put in writing to not only showcase your expertise but to help out potentially hundreds or thousands of professionals who might find your knowledge to be a godsend for their professional careers. Unfortunately, with the release of this publishing platform, we are also going to see a lot more content being published on LinkedIn, for better or for worse. I have been asked by many people, "How do you become a LinkedIn Influencer?", so the branding of being perceived a thought leader on the LinkedIn publishing platform is something that will attract many to use the platform. Some might even try to abuse the platform. If you are already blogging somewhere else, the question of how to utilize the LinkedIn publishing platform becomes a different one. After all, Google sends mixed signals when it discusses how duplicate content is bad or how it might not be bad. You could potentially simply cut and paste your current blog posts and publish them on LinkedIn one at a time, but that will introduce the concept of duplicate content. Considering that LinkedIn has much greater authority than most websites, it could help your content get discovered by more LinkedIn users, but that could also result in you losing search traffic to your own website. So how will YOU use the LinkedIn publishing platform? Based on the above, I recommend the following for each of these scenarios: Professionals Who Have Never Blogged: What professional legacy do you want to leave to your network and colleagues? What advice would you give a college grad looking to apply for a job at your company? How would you teach what you do to a new employee as part of their orientation? You now have the ability to take that same knowledge and share it with the world. You don't have to blog every day; on the contrary, consider adding a few paragraphs of your thoughts on a monthly or even quarterly basis to help Pay It Forward and indirectly showcase who you are as a professional. Remember that the content you publish here will become part of your LinkedIn Brand and the way that others perceive of you, so make it count! An hour of your time each month can make a profound impact on the professional lives of others, and it will undoubtedly serve your professional branding well in the long-term.
  • 123. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 123 Businesses: From a content marketing perspective, you can understand the potential that the LinkedIn publishing platform has for your content to be seen by a larger audience. Unfortunately, this platform is for individual profiles, not company pages. Simply having people "publish" a link here will do no good. This is the age of employee advocacy, of having your employees become proficient at social platforms and brand ambassadors for your company. Encouraging the sharing of your company's social messages is only the beginning of an employee advocacy program: Encouraging and helping your employees find their own voice to help them publish their thoughts and ideas on this publishing platform will be a win-win for company and employee. Content Creators: While it is tempting to copy our content from other sources here, or paste a summary of our content here with a link elsewhere as some people that I highly respect in the industry have suggested, I want you to consider going back to our organic roots in blogging. When we blog, we blog for our own community, right? To share our knowledge and attract those that we can help, either through our knowledge or our products or services, right? In the case of LinkedIn publishing, it's not about building our community, but serving the LinkedIn community, and in doing so indirectly building a new community here inside of LinkedIn. For that reason, any content that I publish here on LinkedIn will be unique content that appears here first in the written form. I also plan to gear the topics that I blog about here towards the unique demographic that is LinkedIn. Those are my thoughts - what are yours? How will YOU use the LinkedIn publishing platform? How to Use the New LinkedIn Publishing Platform March 7, 2014 by Neal Schaffer Today I was finally given access to the new LinkedIn publishing platform, and as a result published my first post on the new platform in the same day entitled “How Will YOU Use the LinkedIn Publishing Platform?” To all those who have asked me how they can apply to be an Influencer on LinkedIn, the answer is now clear: Share your expertise and let the LinkedIn community decide. (Note: Every LinkedIn user will be able to access the platform soon, and when you can, LinkedIn will send you an email telling you as such and a pencil icon will appear in your status update box that you press to start publishing on LinkedIn.) If you have never blogged before, the LinkedIn publishing platform gives you an extremely way to share your story with the world. You don’t have to worry about signing up on another website or dealing with complex issues like launching your own website. Furthermore, the process of publishing was extremely intuitive and easy-to-understand. In other words, there is no excuse NOT to use the LinkedIn publishing platform. The challenge becomes the following: • If you have never blogged before but you want to improve your professional branding on LinkedIn, what should you blog about? • As a company, how can you leverage this new publishing platform for your social media marketing, social selling, or employee advocacy efforts? • If you are already a blogger or content creator, should you publish unique content on LinkedIn or … ? The answers to all of these questions I have included in my first LinkedIn post. And, after you read this blog post, you will realize why I am not disclosing the answers in this blog post: I really want you to follow and engage with me both on my own website as well as within LinkedIn. In other words, going forward, while I will continue to blog here as well as Maximize Social Business, I will also be blogging about topics that are unique to the LinkedIn demographic on LinkedIn itself.
  • 124. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 124 That should give you as good of hint as any as to how to use the new LinkedIn publishing platform! Please read my LinkedIn post and then tell me: How will YOU use the new publishing platform? 5 Reasons You Need Buyer Personas Nate Young | March 7, "Buyer personas are examples of the real buyers who influence or make decisions about the products, services, or solutions you market. They are a tool that builds confidence in strategies to persuade buyers to choose you rather than a competitor or the status quo." - Adele Revella, "What Is a Buyer Persona?" I've recently completed a lengthy persona project. The initiative involved quite a few (seemingly) unnecessarily long discussions covering such mundane details as where our fictitious people went to college, live, and what they do in their spare time. However, after going through the process and seeing the finished product, I'm looking forward to doing it again and going even deeper into the minutia next time. If you haven't yet created buyer personas at your organization, don't wait any longer. Many companies take a one-size-fits-all approach with marketing messaging, sales/lead campaigns, and communication with internal teams. This approach doesn't consider the various needs and differing user experiences of the people that are engaging with your product. The key to success is taking a tailored approach when defining and interacting with your target audience. Developing buyer personas is a great way to go from one-to-many to one-to-one or one-to-few with your marketing. This type of project should be a cross-departmental initiative involving marketing, product, sales, service, and any other teams that touch your customers. Our project began by conducting research into understanding the critical elements of building successful personas. We then defined and prioritized the personas that we needed to focus on. Finally, we moved to planning how we would collect, aggregate, and share the new highly valuable information. The information-gathering process, which consisted of interviews with sales team members, client services personnel, and current clients, was by far the heaviest lifting done during the project. However, this portion was also the most valuable. The data collected during this stage allowed us to truly understand the various personas that we engage with. After completing the analysis of our data, we then developed "model" individuals made up of the attributes that aligned with our target personas and even game them full names. These new models were then put into shareable formats including PowerPoint, life-size banners, and one- sheets. We also presented and shared our newly created personas with the organization. Here are five reasons we have benefited from personas and how they can also provide value to your organization. 1. Organizational Alignment How can you align within your organization if you don't share the same definition of who your target customer is? By building and utilizing personas, you give everyone a common definition of the target and will even find the persona name being referenced during internal meetings to get everyone on the same page. 2. Content Strategy
  • 125. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 125 What message will attract your audience and which content will keep them engaged? Creating the right message and delivering it to the right person demands that you know who you are talking to. Without personas it is difficult to target your audience with precision. Personas should shape the content you produce, giving you the ability to generate specific pieces based on the person that you need to engage and generate a need for your products. 3. Promotional Strategy Where and when should you advertise? By understanding where your buyers are researching how to solve their pain points, you can effectively reach them with ads and content when it's most relevant. 4. Sales Enablement Is your sales channel ready to engage with decision makers, influencers, and end users about their specific needs and goals? Understanding who you're talking to before picking up the phone or entering the meeting is critical to the success of the sale. Customers want to know that you understand them and their business. Personas provide the foundation for all sales people to go in with a baseline understanding of their audience. 5. Product Development How can you preemptively address your customers' pain points and objectives if you don't have a clear understanding of who they are? Personas provide a clear definition of your target customer that can be shared with your product team, giving them additional knowledge for planning and development. As marketers, we are tasked with knowing our buyers and creating an environment in which they view our organizations and our people as trusted advisors. In B2B, people buy from people, not companies. In B2C, sometimes people buy just based on brands but they're still looking for a personal connection. Knowing your buyer and speaking their language from the first interaction to the final sale will ensure you come out on top. SXSW, Not All That Keeps CMOs Up at Night Bryan Eisenberg | March 7, 2014 It sounds like IT, not marketing! Data breach, identity protection, customer security - these are terms that never concerned marketers much. The breaches that retailers Target, Neiman Marcus, Zappos, and other brands like Evernote, Living Social, LinkedIn, and Adobe suffered have impacted the way consumers are interacting with brands. Security is now also a chief marketing officer's (CMO) challenge - it is no longer only a worry for the chief information officer (CIO) or chief technology officer (CTO). The challenge for marketers is not making sure the CTO has bought the latest firewalls and verified all third-party vendors; the real issue is that today it is not if your brand will be breached but only when it will be breached. The Target breach that affected nearly 30 percent of all Americans has been keeping their CMO Jeffrey Jones up at night. Target's data breach enabled the theft of millions of customers' payment information had lowered fourth-quarter profit down 46 percent. The final cost will be significant but no one can quantify the exact damage to the brand. No amount of marketing or PR is going to change the anxiety that customers feel when they walk into the store and think about paying with their credit card for fear of paying with their identities being stolen. Cashiers can see and hear the anxiety but of course online marketers will never observe it. Even before the Target breach and the NSA eavesdropping allegations, 66 percent of consumers expressed concern about identity theft, if the data they share with business is compromised.
  • 126. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 126 According to the Washington Post, Target has spent $61 million to cover costs associated with the breach, including the cost of providing credit monitoring services to its customers. Even the choice of credit monitoring may have an impact on the Target brand. Target chose to offer a service from the same company that sells customers' data (Target happens to be one of their large customers as well) to also protect their customers' data. Something about that just doesn't seem right. In fact, Consumer Reports severely criticized Target's Experian offering by saying that the retailer's free credit monitoring could give you a false sense of security and the offering just seems a way for Experian to upsell additional services. They have not been the only ones to criticize Experian's credit monitoring service; the community at the University of Maryland was shocked at what they found was going on: "The retailer said it couldn't provide an estimate of how much the breach would ultimately cost because of an ongoing government investigation. If the government's probe finds Target at fault for not complying with industry-specific security standards, the company faces fines in the range of $400 million to $1.1 billion, according to an estimate by Jefferies, an equity research company. That figure did not include lost sales or customer goodwill, the firm said." To understand how much the retailer stands to lose, analysts point to the 2007 attack that hit TJX, of more than 45 million customers by exploiting an unsecured wireless network. TJX's initial estimates put the damage at about $25 million, but once the dust settled, the company ended up paying more than $250 million. Heading into SXSW, I know CMOs and senior marketing executives have customer security top of mind. In fact, I was chatting with my friend Pete Krainik, founder and chief executive (CEO) of The CMO Club, who shared: "One of the hottest topics at recent CMO Club Dinners and on the minds of CMOs participating at The CMO Club House at SXSW, is the CMO's role in both preventing data security and responding to data breaches. Their focus...[is] to minimize brand equity erosion and customer engagement. This is the new frontier of customer service's impact on the brand." It's a painful but serious topic, and one that every marketer should concern themselves with. If you collect data from customers, you are responsible for ensuring their protection and making sure they feel you are taking their identity protection seriously. As an advocate for the use of data, I'll be at the CMO Club House and SXSW to talk about this serious issue and what marketers need to do to protect their brand. Bo Holland, CEO of security firm AllClearID (who offers a solution), suggests, "Brands have the opportunity to stand out for proactively addressing it, and those who do not will very soon be far behind. Align your brand with the changing consumer mindset and be a leader in customer security." If you want to learn more about what you as a marketer can do about customer security, check out this white paper. VivaKi Search Catches Automation Bug by Laurie Sullivan, Thursday, Mar 6, 2014 VivaKi's Search Hub, a marketing support service that collaborates with the agency's teams and its clients to manage and optimize search programs, uses tools that increase campaign efficiency. Among them is DoubleClick Search. During the 2013 Black Friday and Cyber Monday shopping days, the team tapped into the DoubleClick Search Performance Bidding Suite to drive performance for a major unnamed retail advertiser that saw conversion rise by 360% and costs fall by 27%. The team saved 90 minutes per day through automation.
  • 127. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 127 The increase was partially a result of the start of the holiday season, but greatly strengthened by the optimization of the automated DoubleClick Search bid strategy," said Timothy Lackhouse, VivaKi Search Hub team lead for bid strategies. "Eight months ago when Google launched a more comprehensive feature we began seeing more ways to control the automated bidding algorithm and gained more insight." The changes contributed to the increase in conversions and decrease in cost per order, Lackhouse said. DoubleClick isn't the only tool automating processes at VivaKi Search. The Publicis Groupe search division relies on automation to drive efficiency in other areas too. The agency began building out its backend infrastructure about two years ago to accommodate the shift, but VivaKi VP of Search Operations Tamara Knight said the most significant change is an increase in data- driven automated systems that have begun to pull information from a variety of sources across a brand's enterprise. VivaKi's system identifies available and out-of-stock products to optimize search campaigns. If the item is out of stock, the platform will serve a similar in-stock product search ad, explains Knight. It also feeds third-party data into its central system and uses the data to inform its planning and strategy development as well as insights and recommendations. The data helps to further automate VivaKi's platform. That's just the beginning. Advertising systems have infiltrated the manufacturing supply chain. Pulling in a variety of data from a clients' product inventory system and other data feeds to manage search advertising will soon become the norm in how agencies manage search campaigns. As for the DoubleClick Search Performance Bidding Suite, the VivaKi Search Hub managed to automate bids, based on real-time conversion data, to respond quickly to market changes. The VivaKi Search Hub team worked closely with counterparts at Google to implement new bid strategies. The agency ran target cost-per-acquisition (CPA) bid strategies for more than 150 campaigns and 4,000 ad groups in less than an hour. A True Integrated Marketing Framework Lisa Barone, March 6, 2014 The goal of making your agency or your work more integrated is a great one. Or at least it starts out that way. After all, you have design people over there, a content team here, a development team down in the basement, and maybe even a public relations team over in the sunny side of the office. Why wouldn't you want everyone working together, with the same metrics and sharing the same data points? Of course you would. But then the office environment gets in the way. There are silos. And closed offices. And different languages. And established process not conducive to new partners. And, well, sometimes sharing is hard, even amongst the most well- intentioned employees. But we know that integrated campaigns are stronger campaigns. They're more effective, give us clearer data points, allow for more creativity and bring greater ROI for client and agency. So that goal we started with in the beginning? We have to make good on it. Below is a framework to help make that happen. Get Genuine Buy-In Creating an integrated marketing strategy isn't a new concept. But it's one that continues to be difficult for agencies to implement for all the reasons mentioned above.
  • 128. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 128 Making an integrated marketing strategy work for you means getting initial buy-in from the key decision makers at the beginning. If your executive team isn't onboard or, just as important, your team leaders aren't, you're going to have an impossible time trying to push your new ideas down the line. Avoid the bottleneck later by greasing the pipe now. One thing about buy-in – it has to come from an honest place where people are ready to pull up their sleeves, work together, and wear the same jersey. It's easy for an executive or team member to nod along in the "should we do this" meeting, but if they're not truly on board, you'll know and you'll know quickly. It will be their team dragging their feet on new processes. Or them not sharing information or letting someone else sit inside their sandbox. True integration takes every department understanding their part in the greater whole of the organization. It sounds corny, but it's true. Get All the Resources on the Table Non-integrated marketing can be messy. Sure, every department may be getting things done, but what does it look like when they try to share that work with others? You find that while your SEO, public relations, content, and social media teams are all invested in similar actions (tracking social influencers, identifying blogging partners, placing content) they're all using different tools, metrics and reports to accomplish it. The SEO team doesn't know on which sites public relations has written contributed content and the public relations team doesn't know which sites they should be going after for the best link opportunities. And neither SEO nor public relations knows where social media already has established relationships. And content is just writing words to throw in the air with no promotion. Resources. Wasted. A step toward true integration means coming together to put all your resources, goals, technology and assets on the table to understand where your information may benefit someone else and how to get everyone pulling from the same dataset. What tools does public relations use that would benefit other departments? What data is development or SEO sitting on that content or design would find helpful? Can sorting this out be an absolutely monster task? Yes, absolutely. So it may not happen overnight or even in the same quarter. But make it a sticking point to get there. Aim for that. Making data accessible to everyone is a great first step toward improvement. Change the Language This is difficult. (Even when your core competency happens to be words.) Changing how you approach your marketing means you have to change your language and the way you speak about the work you do. Because both your employees and your clients learn from the language you use internally. This is something we've struggled with at my agency. We understand that SEO, content marketing, and public relations are all often fighting for the same goal and advocating similar tactics – so what do we call it when we identify influencers and craft a campaign to reach out to them? When we put it in a proposal or when we talk about it internally, what is the language we use to describe what we're doing? Who is accountable for it? The words you use will dictate how it's handled. Stop talking about the tactics and start creating language around the intention.
  • 129. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 129 It's OK if that means creating your own language to describe the work that you're doing. I'd even argue that creating a team language will help create a common understanding a sense of purpose for people within your organization. (I'd love to hear how other integrated organizations have handled this.) Create the Process You've decided you're going to do it – but how is it going to play out? You need to build the process. That takes answering some tricky questions: • Who are the stakeholders responsible for creating and enforcing the new process? • Who is responsible for conceptualizing the integration of campaigns? Will it be leads from departments, a separate strategy team, someone else? • Who will be responsible for establishing metrics in the beginning and setting up tracking? • What are the new metrics you'll track to measure success? The metrics, themselves, may not be new but the way you're approaching them may be. Or new buckets may need to be added to address new departments. • What will reporting look like? • Who is accountable for effectiveness and ROI? If you've worked in an environment where departments were siloed or isolated from one another, creating campaigns that are integrated and measurable is a formidable challenge. You're not going to get it right the first time. But by building a process and tweaking it as new experiences lead to new insights, you'll become closer with each iteration. Check in & Celebrate. Frequently. This isn't something you can set and forget. Changing process or behaviors isn't an easy task. People will revert back, if not intentionally, out of habit. When it happens, address it. Have regroup meetings to address any issues, concerns, or feelings of stomped toes that may arise about how things are moving. Squashing these fires early will help everyone continue to move toward where the company is going, not how things used to be done. Keep everyone motivated by celebrating small wins and internal achievement. When SEO and PR are able to use the same data to make decisions and create content to earn linked buzz, that's an internal win. When Analytics is brought into a traditional marketing campaign earlier to allow for URL-tracking, that's a great step for the client. When your billboard matches the messaging and voice on your website? OMG, a miracle. Celebrate these things. Pull everyone into a quick standing meeting and show the team that it's working. That the new way of doings things is getting results. Get them excited about the results and they'll keeping working to create them. Get Integrated You need your offline presence. You need your online one. And you need all the different departments that allow you to maximize both. Integrated campaigns, campaigns that track and measure the whole of your actions, are what will continue to produce the greatest ROI. Investing in Big Content Assets for Big Returns Chris Dyson, March 6, 2014 0 Comments
  • 130. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 130 There is a lot of debate in the online marketing world about whether investing in fewer larger pieces of content or creating regular small pieces content is the best way to go when it comes to content marketing. Of course this all depends upon your audience and goals but we decided to put a lot of our efforts into one big content project. For our big internal project last year, we wanted to come up with a piece of content that catered to our strengths but at the same time could become a useful resource to the community as a useful training tool. From here the "Anatomy of a Perfect Web Page" was born. We decided to create an interactive one page format which users could easily navigate and expand to learn more about the different design and technical elements of a web page. It took a while to get the best format but we eventually agreed upon on something that offered an easy to understand user interface, which was an important factor considering we now had 33 separate elements. The top navigation looks like this: Each subheading expands into a section of its own, and our plans for this content were quite straightforward: • Offer brief descriptions with actionable tips • Use screenshots of real life best practise • Link out to the very best resources on the topic. We then used Balsamiq to build up annotated diagrams to highlight all the different features on the web page, such as breadcrumbs, schema and call to actions. Executing a Content Promotion Strategy As with many big launches the content was shared quite a lot on social media and the links started to come in straight away. In my last Search Engine Watch post I shared my tips for better content promotion strategy. Influencer Outreach The biggest source of traffic at the start was from the people we had approached in the creation process for feedback who were happy to share it on social media. We also contacted the websites that we had linked out to and let them know about the new project, many of them shared it too. After the first three weeks we had over 26,000 pageviews: Targeting Content Curators About two weeks later the project was featured in the Moz top 10 which sent a considerable spike in traffic and even more social shares and links. Link Reclamation We setup alerts in Imageraider for any images we had created in the post additionally we setup Google Alerts to send notifications if any copied the text directly from the page so that we could ask them for a credit link. To date the content has delivered: • 49,068 Unique Pageviews
  • 131. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 131 • 3000+ Social Shares • More than 5,000 hours of viewing time. • More 820 links from 100 different domains. Even now, more than 40 people per day are visiting the page. Failing to Execute on the Promotion Strategy Despite the fact that we met all the goals for our project we still believe we could have had a much higher return on investment from it despite seeing such a positive outcome. The sad thing was that we launched the project during a very busy period of client work and really should have taken the option to delay the launch by a couple of weeks. Sometimes you're up against deadlines if you're trying to create a piece of content to coincide with an event, but in this case we weren't. Due to this fact there was little time to promote the content, our influencer outreach plan was cut down considerably and the paid content discovery plan was never carried out. Plan for Maintenance As we now have a large piece of content that regularly attracts new visitors to our site we have setup a schedule to maintain it. Quite often you find that clients have already built a very useful piece of content on their site but have failed to make sure that any data or recommendations are still relevant. Many businesses still don't budget for the ongoing efforts necessary. This is why every eight weeks we check that: • The layout and interaction is working as expected across different devices and browsers. • The links to external resources are not broken and fixed. • Any major changes in the industry may require a new section Over the Easter weekend we plan to give the whole piece an overhaul and add in any new sections by dedicating 30 hours of internal time to it. Conclusion Big content can deliver big returns on investment and despite the ongoing maintenance it means that with every major update you have the opportunity to promote it again. Start out by contacting the people who have helped promote your work in the past as well as try to reach out to the audiences you missed out on the last time around. No matter how great you think your content is, it's always important to make sure that you promote it heavily. Walmart Flexing Hybrid Stores To Bridge Digital Gap by Sarah Mahoney, Wednesday, Mar 5, 2014 To fully understand Walmart’s stepped-up expansion of its smaller, hybrid stores, U.S. CEO Bill Simon says, think of the new strategy as “the digital thinking of physical retail.” In a presentation at the Raymond James Institutional Investors Conference in Orlando, Fla., which was webcast, Simon explains that the retailer is using its Neighborhood Market and Walmart Express formats to create a new kind of “fully tethered retailer,” offering consumers all the
  • 132. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 132 possibilities of e-commerce with the convenience of a physical store, including such innovations as grocery delivery, drive-through grocery pickup, and storage lockers. “We are using these formats so shoppers can order groceries and maybe a snow shovel online, then pick it up on their way home, when they are stopping to gas up at Walmart anyway,” he says. It’s not that Walmart Supercenters are going away. “We expect the supercenter to remain vital. It’s a powerful beast. And they perform really well on the weekly stock-up occasion, and we have the ability to flex prototypes.” Those stock-up trips, which account for about 60% of U.S. grocery spending, are a $585 billion market, where Walmart has about 25% market share. But the problem is that Walmart has fallen behind on fill-in shopping trips, as many smaller competitors, including dollar, drug and convenience stores, have proliferated. “Our growth has been interrupted by the rapid growth in these smaller stores.” Walmart has a roughly 10% share of that $415 billion market. With the expansion of Neighborhood Markets, first launched in 1999, and the newer Walmart Express, “we now have an opportunity to really make an impact in this area.” These stores are hybrids, he says, “designed to not only compete in grocery but also across a much broader space, including fresh foods, fuel and pharmacy.” Nor do they seem to cannibalize sales from larger Walmarts. “Data shows we are capturing new sales, new dollars and new trips when we put these stores in.” But what makes the concept powerful, he says, is combining the smaller stores with the power of its e-commerce capabilities. With Walmart Express, “it is a full-capability store, with fuel, pharmacy and fresh foods, and it is all right in your zip code. Because of the breadth of the product offering and the connectivity, we are building a competitive advantage against all spectrums of retail, from pure physical to pure digital.” He says the company’s first “fully tethered” units will come online May 2 in Denver, followed by San Francisco. Its pick-up grocery service, which has been testing in 11 stores in Denver, has resulted in a 90% customer satisfaction level. These, based in part on what it has learned from its ASDA stores in the U.K., aren’t just connected in terms of e-commerce, but also by staffing, distribution and stocking as well. “For example, we think we’ll soon have associates who may choose to work a few days a week in a supercenter, but then a few days a week in a smaller store closer to home.” He says plans call for a doubling of its small store growth in the coming fiscal year. “We’re excited about this growth,” he says, “because these hybrid stores provide the ability to compete with a wide array of competitors. There’s no need to go to a drug store, or a dollar store, or a grocery store. They are all Walmarts, and all connected, from the smallest store to the digital realm.” Separately, Walmart says it recently acquired digital recipe start-up Yumprint, a start-up that publishes recipes from more than 2,000 blogs and Web sites. Given Walmart's sophisticated use of mobile in-store, the deal could highlight some bigger partnerships between the retailer and its CPG brands. Screen Time: TV Time-Shifted Viewing Rises Cross-Platform by Wayne Friedman, Thursday, Mar 6, 2014 Traditional TV consumption rose ever so slightly when looking at live and time-shifted viewing.
  • 133. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 133 On a monthly basis, Nielsen Cross-Platform Report for the fourth quarter of 2013 showed that traditional TV viewing was up over 170 minutes/12 seconds versus 168 hours/2 seconds. Live TV was at 155:32, down from 156:24, and time-shifted TV was up at 14:40 versus 12:38. New mobile device usage continues to rise. For example, “watching a video on the Internet grew nearly two hours per month -- 7:34 versus 5:54. The time spent watching a video on a smartphone climbed to 1 hours and 23 minutes from 1 hour per month. Looking at average time over an average day for all media, live TV still commanded the most time: 5 hours and 4 minutes. Next was listening to AM/FM radio, 2:46; smartphone usage was at 1:07; Internet usage, 1:01; time-shifted TV viewing 32 minutes, using a game console, 12 minutes; DVD/Blu-Ray, 9 minutes; and “using a multimedia device,” 2 minutes. While lower than the overall average of all U.S. viewing per month -- over 170 hours of live and time-shifted TV -- young viewers still give a healthy portion of their viewing to traditional TV. Live and time-shifted traditional TV per month comes in at more than 121 hours of TV for adults 18-24 and 147 minutes for 25-34. The TV advertising group, TVB, says 18-24 viewers' usage was up 1.7% year-to-year for traditional TV and nearly 16% with time-shifted TV on a monthly basis. TVB also says usage of the Internet on a computer for this group was down over 16%, and “watching video on the Internet” was down over 12%. Overall, Nielsen says there have been downward trends of Internet usage on computers for all content for all U.S. media consumers -- 27 minutes/44 seconds versus 29 minutes/23 seconds coming from fourth-quarter 2013 to fourth-quarter 2012. But smartphone use continues to rise -- at 34 minutes/3 seconds against 27 minutes/22 seconds. What Not To Say In A Job Interview March 06, 2014 ALEXIS KLEINMAN Huffington Post Setting yourself apart from the crowd is vital when you are looking for that new job. This applies for all stages of the recruitment process - you want to ensure that your CV is at the top of a recruiter or hiring manager’s pile, and that your interview shows you in the best possible light. People looking to fill a role will be looking for that something special which sets the very best candidates apart. To give yourself the best opportunity, here are some very common mistakes and phrases which you should try to avoid in those all-important interviews I don’t know Interviewers will be looking to stretch and challenge candidates during the course of the recruitment process. The best way of dealing with the tough questions is to do your homework. The importance of research cannot be understated – you should know about the company, and be prepared for anything you will be asked about your own CV. Of course if there is a question which you are not expected to know the answer to, or if you are genuinely stuck, don't make things up or try to bluff your way through. Move back into your comfort zone, relate the question back to something you do know and take on board any new information you are given. But as I said, proper planning and preparation is essential. What’s the salary? The salary is always a tough point to discuss with a new employer, especially at the interview stage. There is a time and place to bring it up, and the first interview isn't always the right one. At the same time, you don’t want to get too far down the process and not know what the salary is. Initially you should have a good indication of the remuneration from the job description. The
  • 134. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 134 chances are that the interviewer themselves will ask you what sort of salary you are looking for - this gives you the opportunity to talk about it and negotiate the best deal for you. How many holidays do I get? Companies are on the look-out for people that are motivated and willing to put in the necessary effort. They want staff to be ambitious, driven self-starters, not people who are just looking for an easy life. If you want a fulfilling career and the rewards that tend to come with that, then you have to be prepared to go that extra mile. Of course you are perfectly entitled to perks, but try to avoid talking about things like holiday entitlement straight away, because it can give off the wrong impression. I dislike my current company You never want to turn the tone of the interview negative, even if you may be having a bad experience at your current job. All this does is make you seem like somebody who is difficult to manage. If asked why you are leaving, focus more on your ambitions for the future and what excites you about the job you are applying for. I don’t have any questions I have written before about candidates needing to ask questions themselves in interviews. You want to show prospective employers how keen you are to get the role. The research you have done may have thrown up some interesting facts that you can ask about, or you may want to know about the scope for personal development. You may also wish to get some more information about your role or the working culture – either way it is important that the interview process is not one sided. Facebook is in talks to buy Titan Aerospace Internet acess drones, A maker of solar-powered drones, to step up its efforts to provide internet access to remote parts of the world. MOVE over, Amazon. These drones aren’t for convenience — they’re for humanitarianism. TechCrunch reported Tuesday that according to anonymous sources, Facebook is in talks to buy a drone company in order to bring internet access to people around the world who don’t have it otherwise. The social network is one of the founding members of Internet.org, a group working to make the internet accessible to the two-thirds of the world not connected. According to TechCrunch, Facebook is looking to spend $60 million on Titan Aerospace, which makes huge unmanned aerial vehicles (UAVs). One of Titan’s UAVs, called the Solara 60, can stay in flight for around five years. Facebook plans to build 11,000 Solara 60s and use them to bring internet access to Africa, according to TechCrunch. Facebook and Titan did not respond to requests for comment from The Huffington Post. A source confirmed to CNBC Tuesday that Facebook was in talks to buy the drone maker. Drones have become sort of a joke in the tech sector, ever since Amazon announced it planned to use drones to deliver packages to customers in under an hour during a segment on “60 Minutes” last December. Some argued that the segment was more of a commercial for Amazon than a legitimate announcement of innovation. In an interview last year with CNN, Zuckerberg said Facebook had a “rough plan for what we think we’re going to need to do” in order to bring 5 billion more people online. Zuckerberg said that the Internet.org plan isn’t about money, but rather, “we just believe that everyone deserves to be connected and on the internet.”
  • 135. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 135 Facebook’s director of global connectivity, Chris Weasler, also told CNN in an interview that the social network is “defining projects that we can launch — often in test or trial mode — that are focused on removing some of the key barriers to getting people on the internet affordably.” Of course, this Facebook plan — if it’s true — would theoretically create more customers for the social network. But it’s hard to argue that bringing the web to the world isn’t a good cause. This article originally appeared on the Huffington Post. OMD's Ben Winkler Explains Programmatic's Branding Promise by Skip Brand, Tuesday, March 4, 2014 Ben Winkler, chief digital officer/chief innovation officer at Omnicom’s OMD Worldwide, sees a lot of potential for RTB at his agency. The upshot for agencies, says Winkler, is that RTB brings relationships to the same level as technology. “It creates a greater focus for us on supply and partnering with some of our larger direct publishers,” he explains. "That brings them closer to our business and to the business of our clients. Broadly, that means that we’re moving beyond the question of does RTB work, to what can we do to make RTB work even harder. Most conspicuously, [it’s] moving RTB beyond direct response to having a key branding role for our clients.” Winkler says that RTB has evolved in two ways over the last year. “First, we’re seeing ad networks getting into the game. Even though they’re a little late and they have some differentiating to do, it’ll be interesting to see how their legacy client and agency relationships approach the change.” Second, Winker says he is increasingly seeing publishers less shy about embracing programmatic. “Publishers are coming around to see programmatic and RTB as an opportunity rather than a threat when done properly.” The biggest driver for branding in RTB, says Winkler, is a recognition that branding requires getting the right ad in front of the right person, which means a focus on elements including viewability, frequency and accuracy of the targeting. “If you’re selling tampons, you want to make darn sure that you’re reaching women,” he notes. “Targeting, frequency and viewability are all things that programmatic and RTB are well poised to deliver on. It turns out that programmatic’s greatest strengths makes it pretty ideal for branding, not just direct response.” Winkler sees programmatic opportunities in new optimization models -- which, for example, allow brands to optimize based on exposure and length of exposure rather than classic metrics of clicks or leads. He foresees using the data “to surface what I call ‘searing consumer insights’ – ones that can change how we market to our prospects, not just in digital but beyond.” The great promise of RTB in automation “allows our media buyers to focus on innovation and creativity, allowing the rest of their job to be primarily done by the robots,” Winkler adds. But automation is not without its hurdles. “We still haven’t cracked the botnet issue,” he points out. “Viewability is not exactly where we want it to be. And those elements tend to muddy the conversation and undermine our conversations with our clients.” Another challenge with RTB is that the number of advertising options is increasing faster than automation is being adopted, explains Winkler. “At this point, media buying is only getting more complicated – but it’s getting more complicated at a slightly slower pace, thanks to programmatic,” he adds. Over the next year, Winkler anticipates that we’ll get closer to fixing the viewability issue -- “either from the publisher side via updated layouts, or, more likely, from the ad-serving side, where ad servers won’t serve ads that won’t be viewable.”
  • 136. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 136 He is also expecting to see a rise in specialty players, which will essentially be vertical programmatic solutions. “Vertical programmatic will be the next frontier, and I wouldn’t be surprised if we see that box on next year’s LUMAscape,” he concludes. “Verticals that require special care and service, like pharma, may work here. There’s a great opportunity to do something for a category that simply has not had the ability to invest in the space.” The 3 digital trends to watch in 2014 23 January, 2014 Dave Goodfellow In 2014, we are set to see an unprecedented amount of change in marketing practices and new technologies that will force brands and agencies to think differently about the content, consumers and context of their campaigns. 2013 brought lots of major advancements in areas like content management, analytics, mobility and optimization, and based on the insights gained over the last 12 months its clear that 2014 will be yet another significant step forward for the media and marketing industries. While there are lots of things to be excited about this year, I’ve boiled them down into what I believe are the 3 most intriguing digital trends to watch in 2014. Here they are: 1 - Facebook fights the small fish Facebook will remain a dominant part of the social media mix throughout 2014, but it will face its greatest challenge yet – increased competition from smaller, but rapidly maturing networks such as SnapChat, Twitter, and Instagram. These (and other) networks have always competed with Facebook in different capacities, but in recent months they have gained notable strength. Late last year the Global Social Media Impact Study found that 16 - 18 year olds (a key demographic for identifying future shifts in broader demographics) are moving away from Facebook - which is now seen as a network for the older generations. As this trend continues, we should see either major innovation from Facebook or major growth and opportunity in other networks. I’ll certainly be watching this one very closely. 2 - #ContentMarketing dominates With the increased adoption of digital marketing during 2013, updates to search engine algorithms will start to impact a wider number and variety of marketing campaigns and content in 2014. Google is now ranking higher quality, original content over curated content and as this will mean brands and agencies will need to work hard to constantly market fresh, innovative and creative content. In response to this, PR, social, advertising and search agencies will further integrate services and expand their offerings to create better content and stake a claim in the growing market. This will also have the flow on effect of brands increasingly viewing themselves as publishers, and even ones who may see themselves as too boring for content marketing will need to adapt if they are to remain competitive. This means that the marketers who can demonstrate creative approaches and lateral thinking (even for the blandest of brands) will come out on top. 3 - The web adapts to wearables Consumers and marketers will start to get their hands on two types of heavily anticipated wearable technologies this year: (1) Google Glass style augmented reality headsets, and (2) a wider/better range of “smart watches" and other “smart devices”. These new form factors will give consumers new ways to interact with Internet content, brands, and each other, which will ignite a new generation of web, interface and content design. For smart
  • 137. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 137 marketers and designers, this will mean quickly starting to think about the look, feel and form of content in new ways as the adoption of wearable technologies grows. We’ve been through a huge wave of social media and technological evolution over the last few years, and 2014 is looking set to present some of the most interesting opportunities and challenges yet. What do you think? Dave Goodfellow is social media strategist at Rinsed. The only discipline technique you'll ever need March 01, 2014 10:49am Extracted from The Smallest Things by Angela Mollard (HarperCollins $27.99) Angela Mollard says you can go from Crankypants to Gandhi. Source: Supplied WHEN our first child was born a friend gave us a pearler of advice: “Don’t forget, being a parent is a benign dictatorship”. Now, because my husband hadn’t just had his stomach cut in half via a C-section, and wasn’t hot- air ballooning on hormones he listened and has largely been a firm and consistent parent ever since. Me? I missed our mate’s Gandhi moment and spent the next decade seesawing between being Mrs Crankypants and ‘Oh-darling-I-do-love-you-and-it-was-only-for-your-own-good-but- maybe-it-was-a-bit-harsh-and-so-let’s-go-to-the-park-and-make-it-all- better-and-here’s-a-Freddo.’ Yes, my discipline would be what you would kindly call ‘inconsistent’. More accurately, it was spineless. So I talked to my mum, chewed my nails, ate a family-size block of Dairy Milk, read a chapter or two of the only parenting expert I can bear, and devised what I have referred to since as the ‘Daft’ method. Actually, let’s call it the DAFT™ method since I reckon it’s got the commercial potential of I Quit Sugar or the 5:2 Diet. Ha, watch yourself, Steve Biddulph! OK, the DAFT method involves four steps: 1. Diagnose Ask yourself: ‘What is the problem here?’ It might be your child is being rude, argumentative, stubborn or is just tired because you kept him up two hours past his bedtime after friends popped over for drinks. Whatever. Diagnose dispassionately. This is not an emotional thing. Unless they’ve run across the road into oncoming traffic or bitten their sibling so hard the teeth marks are halfway to the bone don’t lose it. Focus on what they’ve done wrong at that moment, not earlier, or yesterday or four weeks ago when they told their grandparents they’d had enough of them and could they please go home. 2. Admonish OK, this is the tricky bit. This is when you’re likely to come over all shouty and verbose (my PB for ranting is twenty- four minutes at 1400 decibels louder than normal). But your child does not need a thesis on his misbehaviour, a diatribe on how it’s made you feel or supporting arguments as to why he’s a little delinquent Remember to label the behaviour not the child. Stick to statements and make them short: I didn’t like that you punched Billy so I want you to stay in your room for five minutes. We don’t use the word ‘bugger’ in our house unless mummy is really annoyed with daddy so you have lost your television privileges for today. See how I did that? Each a single sentence and none more than thirty words.
  • 138. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 138 “Blah blah blah blah Lego blah blah blah toys blah blah blah.” Source: ThinkStock 3. Full stop Credit for this element must go to parenting expert Nigel Latta, and seriously, it’s the smartest, most effective and under-publicised weapon in the parenting arsenal. Latta reckons the humble comma lies behind the conflict between kids and parents. Mums, he says, are the worst offenders, using one comma after another to explain to kids why they shouldn’t stab their friends with sticks or why they’re not allowed on Facebook. A series of commas sounds like this: “I’d like you to get off the slide now, Ben darling, because we need to get to the supermarket before we go for a play with Luca, and if we leave it too late, Isabel will miss her sleep and she’ll be grumpy all afternoon, which means we won’t be able to play with the new Lego you got for your birthday.” Of course Ben hears only this: ‘I’d like blah, blah, blah, blah, blah, blah, blah, Ben, blah, blah, blah, blah, Lego, blah, blah, blah, blah.’ According to Latta, anything after that first comma is nagging — even a semicolon of which I’m a smug and frequent user. I first tried it on our daughter: ‘Empty your school bag or there’ll be no afternoon tea.’ Normally, I’d have wittered on about furry lunchboxes and lost school notes and how that would mean missing out on the zoo excursion — yeah, I’m a real killjoy. Well, stone me if it didn’t work. A footnote: full stops can also be non-verbal. Under the DAFT method my frown and a silent point towards a homework book is far less combative than a command. 4. Turn None of it and I mean NONE OF IT will work if you don’t turn. You have to issue your admonishment, bring it to a close with a firm full stop and then turn away from your child. Not half turn, not peek over your shoulder, but turn. One hundred and eighty degrees. No kid likes being punished, but they’re far more likely to follow your instruction or abide by the consequence if you’re not watching to check they do it. You have to give them a chance to do the right thing away from the red rag that is your glare. A turn suggests you fully expect them to do whatever you’ve asked and that you’re confident in your admonishment. A turn is also a physical smack-down to your own guilt, second-guessing and any misplaced notions of watering down the punishment. The DAFT method is not foolproof, but I’ve found it pretty effective. I still fall off the wagon most weeks by misdiagnosing the issue or failing to turn and I’ll always have volume issues, but theoretically, at least, I know SHOUTING DOESN’T WORK. The Truth About Branding, Marketing And Advertising By Kaila Colbin Friday, Feb. 28, 2014 “No one wakes up excited to see more advertising, no one goes to sleep thinking about the ads they’ll see tomorrow… No one jumps up from a nap and runs to see an advertisement.”-- Jan Koum, WhatsApp “It turns out it was just advertising. There was no higher calling.” -- Linds Redding The advertising industry is in a state of existential crisis, thanks to technology; analytics; migrating, fickle and/or distracted eyeballs; Netflix and other on-demand services; piracy; privacy; attribution; the decline of print as a medium; stagnating television audience numbers; and the fact that we can finally start to understand which 50% of our ad spend is wasted. And even though the television ad industry is still going strong, any forward-looking strategist will be contemplating how all of those factors will cause the landscape to shift.
  • 139. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 139 Fans of the most excellent “Good to Great” by Jim Collins and Steve Porras will recall the injunction to preserve the core while stimulating progress. It should be no surprise, then, that the starting point for any long-term strategic thinking is to understand the core as deeply as possible. Why are we here? What is our contribution? What is the essence of who we are -- as people, as a team, as an organization? Until we go back to first principles and question our assumptions, we have no foundation from which to evolve. This is what the advertising industry needs to do -- because there is a chance, just a chance, that we have forgotten what it is all about. Branding, for example, is not about convincing people to like you more. It is about communicating who you truly are, what you truly care about, what you believe and what drives you. Marketing is not about selling more. It is about finding those people who resonate deeply with your brand and forging a joyful connection with them. It is about a meeting of the minds, the hearts, and, then and only then, the wallets. Advertising is not about convincing people to buy stuff they don’t need. It is about helping people who are likely to resonate with you to become aware of your existence and be reminded of who you really are. Communication is not about you getting your point across. Communication is a dynamic relationship between or among people, sharing information with and listening to each other. Communication is contextual; it depends on both speakers and listeners, their values, their filters, their worldviews, their levels of empathy. None of these things is a one-way street. They are not about a company sitting at the center of the universe exporting first its ads and then its goods to the gullible consumers orbiting it. They are about a cultural partnership, where an organization says, “This is who we are -- were you looking for us?” and a person says, “Yes! You are exactly what I need!” The wonderful Hugh MacLeod talks about the internal conversation and the external conversation, and about the need for those two things to be aligned, and about the fact that blogging or social media is a way to poke holes in the membrane that divides the two so that it is easier to bring them into sync. “The big play in corporate blogging,” he says, “is not eyeballs, it’s ALIGNMENT and CULTURE. Alignment precedes eyeballs, not the other way around. Meditate on this.” Remember why you are here. It is not to convince people to buy your stuff at any cost. It is to do something worthwhile, something that is aligned with your customers’ idea of themselves. And that’s the truth. Brands Need to Know Their Purpose and What They Aspire to Be This is the new era of kinship By Abbie Walker vp, strategy at brand experience agency Momentum Worldwide.February 24, 2014, 10:17 PM EST Kinship is everywhere. It’s empathy in action: a hug, a comforting word, the backbone of a friendship. Kinship is fundamentally selfless, intrinsically rewarding, a vital and extremely human part of being, well, a human being. Kinship requires work, and while people inherently are driven by it, brands are not individuals and often do a poor job evoking similar feelings. Consumers have been skeptical of today’s brands’ intentions for some time now, and so is it any wonder they have such a hard time earning trust? Martin Weigel, planning director at Wieden + Kennedy Amsterdam, rightly said we have become prisoners of a metaphor, and as we’ve suspended reality for our metaphors, our brands ask
  • 140. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 140 consumers for what a person expects from his or her friends—loyalty, trust, attention, love, time— without putting in the reciprocally requisite work. In other words, brands need to reconsider their motivations and behaviors because no one is buying the be-our-friend act any longer. One problem is the mistaken notion that advertising shapes culture. Rather, advertising has always been a mirror that reflects changes in culture, politics and industry. In the Era of Logic—the ’50s and ’60s—there was a scarcity of information, so products earned markets based on clearly stated attributes. Winning brands made whites whiter, fed families more easily and vacuumed hard-to-reach places. Market saturation and mass media shifted us to the Era of Emotion. Prompted by booms of products and prosperity, conspicuous consumption kicked into high gear, and logic wasn’t enough. Your product had to make a prospective buyer feel something. A car was freedom on four wheels, jeans made you rebellious. This ego-driven style persists today, but it’s worn thin—its promises turned to platitudes, its emotion drowned in a sea of indistinguishable metaphors. Let’s consider the world in front of us: massive amounts of products and information a mere finger’s touch away. This could be a truly exhilarating landscape for brands and marketers. The bad news, however, is that brands are still working with the dated tools from the Era of Emotion. Most brands are looking at behavior but don’t question whether people’s internal motivations have changed. Spoiler: They have. Fragmentation of media and the power to the public collective, for example, are behavioral outcomes of deeper truths. Find those truths, and you transcend the “like us on Facebook” noise. So what’s motivating people? What thoughts are keeping people up at night? Our access to endless information and socialization has given new life to age-old questions. Why am I here? What impact do I want to have on the people around me?” Our success doesn’t lie in becoming more interesting or disruptive. What we need is purpose and to help people realize their purpose. To know your purpose as a brand is to know who you, as the brand, aspire to be. This defines your subsequent behavior inside the company, in your products, and ultimately how you impact the world. It’s the “why” your brand exists. Consider a few well- known, proven examples. Pampers helps parents care for their babies and helps toddlers’ development. Amazon enables freedom of choice, exploration and discovery. Red Bull energizes the world. Notice the commonality: Purpose transcends business and product (the what) and delivers on human principles (the why). The “why” gives businesses and brands focus, a valued role to play in modern life and a depth that resonates with people. If you commit to a purpose that will truly benefit the world in some way, you are on your way to defining your brand’s role in people’s lives, and the way you communicate with them. It is within this dialogue between brand and consumer that we can find solutions, innovate and challenge the status quo. Ultimately, we can inspire others—our kin—to find their purpose. Let’s shed the chains of our metaphors in this new Era of Kinship. It’s not people who need to do the heavy lifting—it’s our brands and us. Like a good friend, we have to help others find purpose and to give selflessly, empathetically and meaningfully. Subscription Vs. Free: The Future of Short-Form Vs. Long-Form Video by Eric Korsh, Wednesday, Feb. 26, 2014 Many people, myself included, have spent time thinking and writing about the differences between native digital content creators and TV/traditional content creators. In general, we frame our thinking against the backdrop of an incredibly fast-moving digital landscape: new distribution models, connected and smart TV, consumption habits in mobile, net neutrality issues, MSO vs. velecom vs. OTT vs. Xbox -- the list is endless.
  • 141. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 141 Using this digital backdrop, we continue to think of digital content creators and Hollywood content creators as two completely distinct and generally opposing sides, based on some old distribution, creation, and operational models within which they used to fit. But those models are breaking down. Vertical integration is trending upward, discovery and market share are increasingly difficult to solve, creation costs are going down, and gross revenue per product is dropping. I would argue that there’s another way to look at content creators through the lens of current marketplace trends -- one that doesn’t rely on old constructs. If you look at what might be characterized as subscription vs. free/bundled content creators and providers, they appear to be approaching digital in different ways. Subscription companies like HBO, Netflix, Amazon, Hulu and now WWE are investing in long-form content. At the same time, TV and cable networks, and multichannel networks (primarily YouTube- based), which are generally either free or bundled but not directly subscribed, are investing more heavily in short form digital content. Discovery has launched Sci2, NFL Network has launched NFL Now, NBC News is focusing on digital originals, and MCN heroes like Nigahiga and Tobuscus continue to produce their popular content in short form. These differing approaches are not absolutes, but they seem to be becoming the online/mobile norms. So what might this mean? For one thing, it means that YouTube will remain a place for short-form content, despite Google’s much-publicized channel efforts. There have been, and will continue to be, experiments with subscription models and long-form content -- but consumers use YouTube in a specific way, and unless that behavior changes, this will remain a domain of ad-supported short-form content. It also means that as traditional creators like Discovery, NBC, and others try and build their digital presence with short-form content, they will end up either ceding to, or partnering with, YouTube. Otherwise, these networks will continue to spend resources on keeping an audience on a site where it is less interested in being. In addition, while still necessary, the importance of virality may decrease as MCNs aggregate audiences and are able to reach scale with less reliance on smash hit content. In that way, the long tail may be sufficient when partnered with fewer viral hits. It also means that long-form content will have a harder time reaching scale. This is because the audience, as it continues to cut cords and unbundled in a move toward direct subscriptions, will disperse in a way that makes it harder to reach. Solutions to this problem may include acquisitions like a DirecTV purchase of A&E Networks, similar to Comcast’s purchase of NBC, to amass an audience in the same way that the MCNs are doing on YouTube. Or, on an even larger scale, this challenge for long-form content may reshape the entire process of digital content investment and creation -- it could move away from the pilot stage and look more like the movie industry (or Netflix), with great sums plunged into fewer projects. It’s unclear yet whether or not this divide is a long-term trend. But if so, then the future will focus on long-form content for direct purchase or subscription, and short-form content that is free and ad-supported. Isn’t that what movies, plays, records and books always were to TV, radio, and newspapers? VivaKi Joins OpenVV Group Tyler Loechner Publicis Groupe’s VivaKi on Tuesday announced it has joined the OpenVV consortium, which offers a viewability tool for in-stream video ads. The OpenVV group was formed last May. OpenVV was created to offer a common technology that advertisers could use when measuring viewability in digital video ads. VivaKi is the first agency trading desk to join the group and use the technology.
  • 142. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 142 Cheryl Stump, AOD video director at VivaKi, stated that the company believes a “collaborative approach to establishing standards” is required to move forward with online video advertising. Online video moves closer to TV 26 February 2014 Data sourced from The Drum, Admap; additional content by Warc staff LONDON: The world of online video and TV are converging as industry figures call for gross rating points to be used for measuring both audiences and for online video planning to be incorporated into a broadcast framework. Nick Reid, managing director of TubeMogul Europe, an enterprise software business, told The Drum that the proliferation of audience consumption across multiple devices,had created challenges when planning, buying and trying to reach audiences. "The consumer doesn't look at engaging with video specifically through the media channels of TV or desktop, they think about video as video," he said. Similarly he argued that giving his customers the opportunity to use Gross Rating Points (GRP) as a planning tool, enabled them "to speak in a traditional language and metric". "As media consumption is converging, we need to look at metrics which are consistent across TV and online and GRP delivers on this," he said. He added that it was vital to understand audiences and how to reach them with frequency in order to answer questions such as 'does online video increase my incremental reach?' and 'when does online become more or less effective than TV?' He saw the use of programmatic technology as helping to drive greater understanding and efficiency. "We can reach those consumers and measure and track them…we're moving to a world that is much more accountable" he declared. Writing in the January issue of Admap, Jean-Paul Edwards of Manning Gottlieb OMD, suggested that strategic planning of online video within a broadcast framework was essential to maximise multi-platform video content and ensure it was reaching the appropriate audiences. He outlined a three stage process for the introduction of new techniques to a TV plan as it develops into an AV plan. Most brands, he said, were still at the beginning of this approach and he advised them to think in terms of working within traditional TV planning metrics to define the role of online video. 10 predictions for the future of TV Zachary Weiner February 25, 2014 When people start to explore the changing nature of the TV landscape, they are instantly hit by a multitude of thought camps making differing claims about what the future of the industry, consumer experience, and technology will look like. Some will emphatically state that TV is rapidly becoming upended during a period of intense evolution and convergence. Others believe that small shifts have resulted in only minor changes. The truth is that the current and future nature of television is vastly complex and undergoing what could best be described as an ongoing yet subtle disruption. There has been no great "black and white to color" shift that has occurred, but a plethora of changes in consumer behavior and technology have set the gears in motion to change and converge television, the digital landscape, entertainment media, and the marketing that falls behind them all.
  • 143. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 143 The best way to understand the most crucial changes currently taking place and analyze what the future of the space will look like is to evaluate the TV marketplace based on how these changes are occurring via novel behavioral and technological shifts. We will explore the top five changes in both to predict and understand where change is occurring and how marketers can capitalize on the potential in the growing landscape. Changing behaviors Video will be consumed everywhere and at all times Many in the industry will balk and cringe when I say this, but the future of the TV and entertainment industry hinges on the term video. The nature of entertainment content consumption is becoming jumbled. Audiences are streaming content, watching short-form and long-form video from a variety of sources, utilizing catch-up TV as well as appointment-based watching, and engaging in these actions in nontraditional ways and times. The blend of the content consumed has little rhyme or reason. Some spend their free time watching traditional linear programming and supplement with short-form videos. Others are solely watching over the top content via a variety of new providers like Netflix and Amazon, as well as other niche sources of premium online video. The point is that content is everywhere, and digital video most specifically is exploding across connected devices -- and it will continue to do so. Viewers will consume video across screens in diverse manners. They will watch short-form videos on TV screens. They will watch streamed sports on mobile or long-form movies on tablets. They will utilize differing devices for all of their varying content in diverse ways and across times. Video in both short and long form will also be upgraded with new technology to create an experience that makes watching seamless, intuitive, and interactive. Intensive content-recommendation engines will create TV-like experiences with any format of video content and engage in ways that broadcast cannot. Viewers will deepen socialization across connected devices One must be incredibly careful to not bucket the term "social TV" into some sort of fad, a Twitter integration, a second-screen app, or, especially, a technology functionality. Social TV is in fact a behavior with subsets that span the digital world with their basis on how we communicate across platforms around content. It has and will continue to grow as social media continues to deeply root itself into modern culture. The TV and advertising industries must strictly view the digital subsets of social TV as novel methodologies and techniques to encourage socialization across all digital media wherever they are utilized. It doesn't matter the platform or the venue. What matters is the conversation itself -- its ability to be spread and analyzed. What matters most is that the digital world has provided new mouthpieces and venues for people to chat and share the latest on what they are watching. For savvy marketers, this means the ability to analyze conversations relative to watching behaviors, expand upon cross-media campaigns, and create various real-time social engagements across silos. Social TV also lends itself to the ability to produce ad formats that leverage the capability of viewers watching TV while engaging in digital socialization at the same time. Transmedia storytelling will become more engaging Audiences have shown that they want to dive in deeper to the entertainment content they are watching. These audiences are seeking to become active participants in the stories they love, and they are turning to the digital world to deepen their engagement both during programming and off- hours. The ability for multiple formats, platforms, and devices to tell one consistent story has been creating new-found levels of intrigue and entertainment for watchers across the board. This trend will only deepen and become more profound. The capability of TV to tell a story not just by itself, but across novel properties, provides audiences with new ways to interact and new ways to engage for marketers. Multiple industries will be able to capitalize on "TV" becoming an experience that lasts far longer than 30 minutes and becomes part of an entertainment-fan lifestyle that is ongoing and multi-platform.
  • 144. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 144 Long-form ad consumption will flourish The traditional 30-second TV ad spot has been in trouble for a long time. DVR technology, desire for two-way dialogue, lack of trust in push-based marketing, and many other market forces have driven consumers away from 30-second spots. That said, viewers are seeking out and investing their time in long-form ad formats that compel them with a story. Not just an ad, but a programming experience that entertains, informs, and captivates. Branded entertainment has the ability to turn ad content into something far more engaging. The same behaviors that have been instigating viewers to pay less attention to 30-second spots will compel audiences to deepen their desire for longer stories that resonate. Blendable reality will become the next entertainment experience As a culture, we are always seeking the novel. This novelty has been shown to be most effective on the entertainment front when we can directly participate, have control over the nature of content, and, especially, when it is spread across locations. Blending reality with TV will allow audiences to cultivate and interact with entertainment outside of their living room. Blending entertainment content with real-life situations and the ability of connected and augmented screens to allow viewers to take engagements found in the real world into the world of content means far deeper experiences. Essentially, TV content that requires people to go out and experience real life in direct correlation, and interaction will be strongly sought out. Technologies Connected TV/smart TV will change the nature of the living room experience It is still undecided what connected TV will look like over the next few years. Currently, consumers are utilizing transitional devices that provide connectivity, like Roku, game stations, and Blu-rays. They are buying new lines of smart TVs or TVs with endemic internet connectivity baked in to the device itself, which have been seeing increased market penetration. Equally interesting are devices like Chromecast that bring forth a simple plug-and-play device to create connectivity and screen shifting for any TV set. The ability of connected TV is multifold: big screen content of any type, at any time, robust TV app marketplaces in addition to the ability to create television interactivity across digital and broadcast properties. Newfound apps mean not only novel content sources, but also apps that marry lean-forward interactivity with content. The discussion of TV apps, interactive ad formats for the big screen, advanced TV commerce potential, as well as analytics and targeting could take pages. Programmatic media buys will become the norm Programmatic TV buying is already here, and much like digital, it will see a huge uptick in the coming years. While there is an old and established guard protecting the traditional TV media buying industry, the typical hype and relationship-based television buying standard has its days numbered. Programmatic buying across TV/video properties means streamlined and more effective ad purchases with greater efficiency, ease, and speed. Programmatic buying across TV and video will be the norm not the exception. Nearly all programming will go multiscreen TV is no longer a one-screen experience. Across the board, consumers watch with differing devices in diverse ways. Some want experiences directly correlated across devices; some will utilize their screens in an asynchronous manner. The bottom line is that technology like automatic content recognition, ad retargeting across devices, broadcast integration with connected devices, and social integrations across screens mean audiences will directly participate with their content endemically. Multiscreen technologies will allow a closed loop across devices and interaction with content in novel manners. For advertisers, this means the capability of viewers to be directly addressed, tracked, and analyzed on a personal level.
  • 145. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 145 Big data will change the entire programming and production experience Big data has come to TV-land, and it's making a splash across the space. The most overused yet exceptional example is Netflix, with a special regard to often-commented-on "House of Cards." The ability to create/log viewer events across millions of users from even simple items like pausing a show in a certain place means that Netflix has data that can be utilized to take advantage of literally every behavioral change we make on the large scale. The practice is growing across the TV/video space to better understand/analyze/recommend/alter/enhance the entire consumer watching, discovery, advertising, and programming experience. The implications of big data on TV change the entire experience and the future of literally all aspects of the entertainment experience. User-experience demands will make many new technologies falter 3D TV is an exceptional example of how user experience will dictate the future of television. Many technologies will provide strong initial value propositions and intriguing potential in the space that will be short lived. We will see a plethora of new technologies that seem to hold promise for viewers and marketers alike quickly abandoned when consumers run into issues with user experiences that go beyond the initial glamor. 3DTV, voice-activated control mechanisms for television, gesture control, and many other pieces of initially interesting/hyped tech will continue to run into issues based on user experience alone. Mindshare Puts Clients In 'The Loop' Steve McClellan In today’s rapid-response, I-need-it-yesterday marketing world, most real-time marketing processes focus on owned and earned media in reaction to consumer perceptions expressed in the digital world -- particularly social media. WPP’s Mindshare is trying to change that with a new system it calls The Loop, which is designed to allow clients to change paid-media plans in response to events as quickly as it responds to consumers evoking opinions about them in the social media space. The agency is setting up real-time marketing war-rooms in each of its North American offices equipped with banks of TV screens that track the implementation of advertising and marketing programs of clients and competitors and how consumers are responding. Mindshare is signing deals with a number of third-party analytics vendors to provide clients with as much granular detail as their plans call for about how their marketing efforts and their competitors’ campaigns are (or aren’t) resonating with consumers. The vendors include iSpot.tv, which bills itself as a real-time platform for tracking TV ads. The platform records, tags and tracks activity around national TV commercials and measures placement and spending. It also correlates connections between TV ad airings and the likes, shares, tweets and votes across Facebook, YouTube and Twitter that occur as a result of the on- air ads. Mindshare has also signed Ace Metrix, which polls thousands of viewers online to measure the effectiveness of TV ads. Under the agreement, Ace will feed real-time effectiveness data on every nationally breaking TV and digital video ad into the Loop system to help Mindshare teams and clients quickly adjust ad schedules. The Loop system will also integrate data from Moat, the real-time digital ad platform that identifies digital ads through a combination of techniques including machine learning and crowd-sourced identification. Other third-party sources, as well as Mindshare’s own proprietary media spend and performance tracking systems, also interface with The Loop.
  • 146. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 146 Up to now, says Mindshare North America Chief Strategy Officer Jordan Bitterman, real-time marketing “has been about owned and earned. In 2014 we’re adding paid.” He notes that most client media budgets average about 70% paid media and thus it’s critical that real-time systems track that space. The need for adding paid to what Mindshare calls its “adaptive marketing” approach became apparent during a 2012 UK search campaign for Kleenex. Over 95% of the searches during the flu season appeared to align with a major commuter rail line where the campaign was focused. By re- directing paid media along the rail route the campaign achieved a 40% sales lift, said Bitterman. Adding paid to the real-time marketing mix could have ramifications for upfront media buys. While the upfront process will continue to serve a purpose, “some dollars need to be flexible,” said Bitterman. The degree of flexibility will vary by client, he said. While adding paid to the real-time marketing mix is “the cornerstone of what we’re doing,” said Mindshare Chief Data Officer Bob Ivins, owned and earned components are also being tracked. The agency has a deal with Curalate, whose data is also being fed into The Loop. That company measures earned and owned interactions with a brand’s visual assets across social channels to identify imagery that resonates with consumers. While a number of major clients have signed up for The Loop, Mindshare isn’t releasing names yet. The agency client teams of participating marketers conduct daily war room meetings with 30 minutes allotted to glean the latest Loop insights and another 30 minutes to develop responding action plans. According to Ivins, The Loop “was built on our own time and dime.” But participating clients will be asked to contribute, based on packages of data that will be customized to their marketing game plans. The Loop system is being deployed first in North America. Discussions are ongoing within the agency as to how and when it will be rolled out globally. AOL to Build First Cross-Screen Programmatic Advertising Platform - ONE By AOL Mar 26, 2014 Tagged: AOL, AOLPlatforms, Bob Lord, tim armstrong Harnesses the Power of Adap.tv in Video and TV, and AdLearn Open Platform and MARKETPLACE in Premium Display and Mobile to Build Fully Integrated Enterprise Solution for Brands, Agencies and Publishers ONE Launches with IPG Mediabrands as Charter Partner; a Key Step Forward for IPG Mediabrands' Goal of Automating 50% of All North American Media Buys by 2016 AOL Rebrands AOL Networks to AOL Platforms San Francisco, CA – March 26, 2014 – AOL Inc. (AOL) today unveiled its plans for a new global programmatic advertising platform for brands, agencies and publishers. ONE by AOL will leverage the teams and technologies behind Adap.tv, AdLearn Open Platform (AOP) and MARKETPLACE to drive powerful brand insight and action across all screens including TV, formats and inventory types. AOL's Chairman and CEO, Tim Armstrong and Bob Lord, CEO of AOL Platforms, made the announcement during a keynote presentation at ad:tech San Francisco 2014 where they shared their vision of advertising's future: an open ecosystem where partners and competitors, publishers and marketers, are all beneficiaries of a platform-driven industry. Matt Seiler, Global CEO of IPG
  • 147. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 147 Mediabrands, joined them on stage to announce IPG Mediabrands plans to be the charter agency network partner for ONE --reinforcing its commitment to fully automating half of its media investments by 2016. Together, the two companies plan to work to deliver the promise of automation to the industry at-large. The move also builds upon the successful work that IPG Mediabrands, its strategic investment division, MAGNA GLOBAL, and MAGNA Consortium member AOL have done to-date to use data and technology to create different models for media transactions, operations and investments. "AOL has spent the last four years building platforms to facilitate the efficient and effective flow of advertising dollars to digital," said Tim Armstrong, Chairman and CEO, AOL. "We build brands – our own, and those of more than 22,000 publishers in our global network and the thousands of marketers we work with daily to help them accomplish their business goals in today's fast moving, dynamic market. On the platforms side of our business, as machines automate more media decisions across TV to digital, we are well-positioned to help advertisers, agencies and publishers realize the true value of data-driven advertising." Bob Lord, CEO, AOL Platforms added, "Our industry has developed too many niche offerings and specialized services over the last 25 years, and chaos in ad tech is at an all-time high. The inefficiencies, ineffectiveness and expense of managing multiple teams, tools and metrics for display, mobile and video, across all devices, are stifling." "The holy grail of marketing is helping marketers understand how direct response and brand budgets can interact together," said Lord. "With the goal of driving economic efficiencies and media effectiveness, ONE ensures that data drives media selection and allocation, pricing and creative. It is the integrator of media across every screen and the automator of decisions that have long not needed human attention. I believe a platform like ONE – that is open and that doesn't discriminate – will win." "We very much share a vision with AOL and the other MAGNA Consortium members around harnessing the power of data and technology to make smarter, faster decisions that drive client business results," said Matt Seiler, Global CEO of IPG Mediabrands. "We have publicly stated that we plan to deliver 50 percent automation to our North American buying process by 2016, with other international markets following closely behind, and we intend to use AOL as a primary platform partner to execute on that commitment. Partnering with AOL allows us to take full advantage of the power of automation to both execute smart investments more quickly, as well unlock custom content and high-touch solutions through newly available resources." ONE – a single, unified platform ONE will be the first platform that empowers brands with a holistic view of the consumer's journey through the marketing funnel, and makes that insight actionable, in real-time on the platform. Development on ONE is underway and customers will be able to start using portions of the platform later this year. The single, unified platform takes media planning and management to a new level, with predictive analytics that provide immediate insights on metrics like reach, frequency, and performance, and post-campaign insights that look across all screens and formats to deliver immediate impact on brand metrics. It is completely format, screen and inventory agnostic – from video, display and TV, to tablet, desktop and mobile devices, to reserved and non- reserved inventory across AOL or any other publisher or media source. ONE leverages: Adap.tv: a unified, programmatic platform providing buyers and sellers with automated tools to plan, buy, measure and optimize across linear TV and digital video. AOP: a programmatic mobile and display platform, powered by AdLearn that allows advertisers and agencies to manage, optimize and analyze online marketing campaigns from one central platform in real time.
  • 148. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 148 MARKETPLACE: a programmatic mobile and display platform that delivers online publishers more demand stability and liquidity and maximizes the value of their non-reserved inventory. ONE will be sold as an enterprise solution. ONE will also be used by AOL as its dedicated programmatic platform. "Our mission is to foster an open, global ecosystem that simplifies digital adverting, enabling customers to efficiently leverage the entire technology and data ecosystem," said Lord. "Customers who have a commitment to an external partner for a piece of the ad tech stack will be able to integrate and plug that solution into our platform giving advertisers and publishers alike incredible flexibility with elements like data and attribution to join and manage all of their investments on a single platform in real time." The MAGNA Programmatic Forecast, released October 2013, estimates a total of $100 billion will be spent on programmatic buying across screens globally in the next four years. By 2017, 80% of cross-format ad spend (display, video, mobile) will be transacted programmatically in the U.S., and international markets will see a 240% growth in programmatic spending from 2013. AOL continues its push into the global marketing technology business and is renaming its technology division AOL Platforms (formerly the segment known as AOL Networks) to better explain its sophisticated platform offerings to marketers, agencies and publishers. ONE is a product of AOL Platforms. AOL Platforms enables the world's top marketers and media brands to reach consumers across desktop, mobile, tablet and TVs with impact through premium experiences, programmatic buying and performance driven campaigns. It is the global partner of choice for leading publishers, advertisers and agencies seeking to maximize the value of their brands online. The entities in AOL Platforms include: Advertising.com, Adap.tv, ADTECH, AOL On, AOP, Gravity, ONE, Pictela and MARKETPLACE. For more information, visit our new website, which includes perspectives on the power of automation from industry luminaries, at www.aolplatforms.com. You can also follow us at @AOLPlatforms and to track news about ONE, #ONEbyAOL. For more information about ad:tech San Francisco, visit www.ad-tech.com/sf. This Cheat Sheet for Content Marketing Will Make Your Day - The metrics that matter ByNewsCred February 24, 2014 Today's marketers think a lot about producing great content for their audiences. But anyone who has done this successfully knows there's more to launching and sustaining a content program than turning out engaging articles, videos and social posts—as if that weren’t challenging enough on its own. To run content campaigns that move the needle, marketers have to know what data to rely on for their key performance indicators (KPIs), and what data to ignore. Only in this way can they accurately forecast budgets and assess return on investment (ROI). "The Ultimate Guide to Content Marketing ROI" is a useful manual for anyone launching new content programs or trying to make existing ones more measurable. It contains such gems as "The ROI Cheat Sheet," at right, which explains why metrics like brand awareness, page impressions, and search ranks need to sync up with bottom line concepts of cost, revenue, profit and pipeline. The guide also encourages marketers to be relentlessly critical about the “why” and “how” behind their numbers, and to focus on attribution in order to directly connect sales and revenue to specific content marketing programs.
  • 149. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 149 This will be the biggest year yet for branded publishing, and it's easy to get caught up in the frenzy and excitement. That's why marketing teams need practical frameworks to keep them focused on the science and metrics behind their campaigns. Apple Is Already Building Its Next Massive Business And No One Seems To Have Noticed Jim Edwards Feb. 21, 2014, Apple's iWatch Will Have A Flexible, Curved 3D Glass Display When It Launches Later This Year Samsung's New Commercial Slams The Teeny Tiny Screen On The iPhone Samsung Made A Parody Of Apple's 'Pencil' Commercial For The iPad Air Spot quiz: What is Apple's fastest-growing product by total dollar sales? If you thought iPhones or iPads, you'd be wrong.Growth of both of those is in decline. It's actually e-commerce — via iTunes, iBooks and the app stores. Sales of extra, non-Apple "stuff" via Apple's products were up 19% to $4.4 billion in Q1 2014. This business is one of Apple's smaller lines, of course. But it's still impressive: If there was a standalone tech startup that was doing greater than $16 billion a year in digital e-commerce sales, and growing at nearly 20% a year, everyone would be talking about it. It would be the hottest company on the planet. It certainly dwarfs Zappos, an e-commerce company whose last reported annual revenues were just over $2 billion. 'A big opportunity on the platform.' While the tech press is obsessed with Apple's plans for an iWatch and a new Apple TV device, it's instructive to pay closer attention to the business CEO Tim Cook is actually already building. Because it looks an awful lot like Apple's future growth might come from online and mobile retail, not from creating new product categories with new, yet-to-be-invented products. On his last earnings call, Cook talked about this specifically: In general, we’re seeing that people love being able to buy content, whether it’s music or movies or books, from their iPhone, using Touch ID. It’s incredibly simple and easy and elegant, and it’s clear that there’s a lot of opportunity there. The mobile payments area in general is one that we’ve been intrigued with, and that was one of the thoughts behind Touch ID. But we’re not limiting ourselves just to that. So I don’t have anything specific to announce today, but you can tell by looking at the demographics of our customers and the amount of commerce that goes through iOS devices versus the competition that it’s a big opportunity on the platform. If Cook had made exactly the same statements about watches or TVs, everyone would have freaked out. Apple fanboys would be jumping for joy. But because he's talking about the dull-but-lucrative business of retail, everyone is ignoring it. In terms of mobile retail, Apple is already ahead of Google and Android. Even though more people own Android phones, most shopping gets done on iPhones. That is probably what Cook is referring to when he refers to "the amount of commerce that goes through iOS devices versus the competition that it’s a big opportunity on the platform." Touch ID is not what you think it's for.
  • 150. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 150 The Touch ID scanner. In fact, one of Apple's most important recent technological advances has been retail-oriented. Most people think that Touch ID is about security — no one can use or steal your iPhone 5S because you cannot unlock it without the owner's fingerprint. But as Business Insider has noted before, Touch ID has a much more important application as a business. Because it makes your phone almost completely secure, the iPhone suddenly becomes an almost perfect mobile payments device. That's why Eddy Cue, Apple's e-commerce chief, is focused on building a mobile payments business for Apple right now, according to the Wall Street Journal. He and vp/online stores Jennifer Bailey have met with PayPal, Google, Square, Stripe, Braintree and Venmo in their efforts to put this together. By amazing coincidence — or perhaps not — Apple is simultaneously building a mobile retail marketing infrastructure across the U.S. It's called iBeacon. Apple is building a national shopping infrastructure. GigaOM An Apple iOS 7 slide mentioning iBeacon. Stores are already installing these low-powered Bluetooth transmitters so that when you walk past a shelf they can ping your iPhone with an ad or an offer. Soon — if you keep your iBeacon functionality switched on — Apple and its iBeacon partners will know where you're shopping, all the time, down to a location of just a few feet. And if it becomes possible to pay with your phone instead of your wallet, then Apple will have successfully "closed the loop" on mobile retailing. For years, the El Dorado of mobile marketing has been to figure out a way to encourage a phone user to go to a store and buy something at the checkout, and then to be able to immediately attribute that specific sale to a specific phone or owner. This is what marketers mean by "closing the loop." Some companies have tried, but it is trickier than it sounds — you can check in on Foursquare or Facebook at The Gap all you want, but if the store clerk can't link your checkin to the sale, then the action is nearly useless. Having an iPhone user accept an offer inside a store via iBeacon and then pay using their phone, in theory, solves that problem. And if Cook really has got this figured out, it's likely to become a lot bigger business than wristwatches ever will be. Universal Truth Joe Mandese What’s the biggest social network in the world? Careful, it’s a trick question. I started asking it about three years ago when I learned the answer from Tynt, a start-up that had stumbled upon a method for tracking what content is so important to us that we share it with others or keep it for ourselves. By tracking what we physically copy and paste from one digital medium to another -- text, images, video, links, various forms of code -- Tynt discovered that Facebook is not the social network. In fact, Facebook, Google+, Twitter and every other social networking site or app combined don’t even come close to the No. 1 way we share stuff: email is, by a margin of more than two-to-one.
  • 151. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 151 That statistic -- that email represents more than 70% of all digital social interactions -- surprises even some of the most sophisticated pros in the media business. But it shouldn’t, because what Tynt actually discovered wasn’t just a method for tracking what people copy and paste. It discovered another way of looking at the media universe. And what it found was that just like the physical universe, most of it is made up of stuff we cannot see or hear, and know very little about. And just as astrophysicists use the term “dark matter” to describe that concept in the physical universe, people are beginning to use the term “dark social” to describe it in the social media universe. That, more than anything else, explains to me why Facebook acquired WhatsApp for $19 billion last week, and it is the reason I believe you are going to see a race by Facebook and others to increase their share of dark social. Because the only way to really be the social network is to control all the networks people use to interact with each other. Media physicists have been trying to put dimensions on the media universe as long as people have been measuring media. In fact, defining what the universe is is a crucial component to assigning value -- or at the very least, relative share -- in any media universe. Without accurate estimates for the size of the “television universe,” Nielsen’s ratings wouldn’t mean anything. And it is the reason why you sometimes see tussles when Nielsen changes the way it defines TV’s universe. That’s what’s going on right now, as it begins to integrate broadband-only households -- homes that are connected to the Internet, but do not receive a conventional TV signal -- into its TV ratings sample. Because even tiny changes in the size of the TV universe can influence billions of dollars in advertising spending. That’s one of the reasons why the National Association of Broadcasters recently called on Nielsen to delay the integration of broadband-only households into its local TV ratings samples, and it is the reason Nielsen bowed to the pressure of its biggest local ratings customers. Not because incorporating broadband-only homes isn’t the right thing to do -- it is, and Nielsen is continuing to integrate them in its national ratings sample -- but because it could have such a significant effect on the ratings local TV stations use as the basis of doing business with advertisers and agencies. The good thing about defining a media universe is it enables the marketplace to establish value for everything included in it. The bad news is that it ignores the value of everything outside of it. And while many people may not realize it, that actually occurs in the ad industry’s biggest marketplace today -- television. As sophisticated as Nielsen’s ratings may be, they also have their dark side. Let’s call it “dark television.” Something like 15% to 20% of all TV viewing goes to sources of programming -- so-called “long-tail” digital tier networks -- that Nielsen doesn’t even measure. It is one of the reasons why a cottage industry has emerged within the TV ratings business to turn other sources of data -- data from digital set-top devices, etc. -- into new forms of TV measurement, to account for things that aren’t currently being measured by Nielsen. To get a better picture of the size, shape and weight of the actual TV universe. The same thing is going on with almost every other part of the media universe, whether we think of it that way or not. And it is the definitions and meaning we place on what we include -- and perhaps most importantly, what we exclude -- that define it. It is, if you’ll pardon the expression, what gives us universal truth. I first started thinking this way about 20 years ago, when I was covering the O.J. Simpson murder trial for Advertising Age. Don’t ask me why I had that beat at a trade publication focused on advertising and media-buying, but one day a guy named Mark Weiner called me up and asked me if I wanted to know what the media value of the Sony monitors in Judge Ito’s courtroom were worth. I said, “Sure, but how would you know that?” “That’s what we do,” said Weiner, who was then CEO of Medialink Public Relations Research and is now CEO of Prime Research Americas. He then began explaining to me a side of the media universe that had been completely dark to me during more than a decade of covering media -- PR measurement. It wasn’t as sophisticated as many of the tools being used by Madison Avenue to
  • 152. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 152 account for media and advertising spending, but it used a lot of data science and business logic that I was completely unaware of, as were many of the ad industry people I was writing for. Over the next few years, Weiner and I began collaborating on various ways of putting dimensions around the PR universe to give it meaning to people who worked in the advertising universe, and we even developed something that was a precursor for modern-day social media analytics: a way of using signals gleaned from PR measurement -- what people were writing about and saying in news media outlets -- as a signal of intent in the ad industry’s measured media universe. It was interesting, but aside from columns and stories, we never did anything material with it. But over the past decade, as I’ve watched a gold rush of research and analytics firms attempting to quantify the size, shape and weight of the social media universe, I’ve often felt that the more they pushed to define it, the more they were actually distorting our sense of what it really is, constraining its proportions to what they could actually measure -- or even worse, what they could practically sell. The worst part of that, if you ask me, is that it has also distorted our perceptions of the role social media is playing in our society, and especially in our business. It has given it way too much importance. Don’t get me wrong -- I’m not saying social media isn’t important. It is very important. It always has been. But you have to truly understand what its universe actually is. And the truth is, I think PR people understand it better than most other communications industry pros do, because they’ve been working at it longer than anyone. They have always understood that the most powerful social medium isn’t social media, news media, or any other form of media. They have understood more than most pros that the most powerful social medium is people. And that the job of any communicator is to tap into that, whether you call it “word of mouth,” “buzz,” “social,” “the zeitgeist,” or anything else. How you do it, is the art and science -- the craft of communications -- but you cannot even begin to be scientific about it if you don’t actually understand the science behind the universe you are looking at. That’s why I think the PR industry, ironically, leapfrogged the ad industry to become the leaders in the high-growth areas of the craft: social analytics, social activation, content marketing, and yes, even “native.” They simply understand it better, because they have always understood that -- even in this era of ubiquitous social media platforms -- the universal truth is that people are the media universe. And they use different media at different times to influence each other, sometimes even their own voices. Last universal anecdote, for now, and only because I think it is equally instructive for thinking about the media universe. A few years ago, when Brian Monahan (now head of marketing at Walmart.com, but then head of the IPG Lab) was guest editing MEDIA magazine, he got us an interview with Stefan Weitz, who was director of Microsoft’s Bing search engine. I asked Weitz what I thought was a simple question -- whether, for all intent and purposes, if information wasn’t available via online search, does it exist for most people anymore. “Oh, you mean the ‘dark Web,’” he replied, which was the first time I heard the shady term ever used in a media context. When I asked Weitz to explain what it was, he said it was all the information that the search gods at Microsoft, Google and others hadn’t yet indexed, and began to describe things like “filing cabinets,” “scrapbooks,” and “libraries.” In response, I quipped, “Oh, you mean all the knowledge of human existence?” He said, “yes.” It’s the next exchange that’s perhaps most important for understanding the dimensions of the media universe, because I asked him if he knew how much the search engines had actually indexed. Weitz didn’t skip a beat, and matter-of-factly blurted, “7%.” That number has haunted me ever since -- for so many reasons -- but mainly because the only way to know what the percentage of something is, is to know how big its universe is. And the only way to know how big something is, is to put some constraints around what it is you are trying to measure. And as of October 2011, Weitz was telling me that all the information in the human universe was only about 14 times greater than what the search giants have organized.
  • 153. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 153 A couple of years later, I followed up and interviewed Weitz again, because I was curious how much more of our universe the search engines had indexed. To my surprise, he said the percentage had actually gone down -- that it was now more like “6.8%.” When I asked him why, he said it was because so much new, “unstructured” data had been generated two years later, that search engines were having a difficult time keeping up with it. What was all that new, unstructured data? All the chatter -- posts, tweets, pins, etc. -- that were expanding the social media universe. And when Facebook announced its acquisition of WhatsApp, my first reaction wasn’t why, or even what impact it would have on Facebook’s business model, share value, or any other practical business matter. It was what a powerful signal it was sending about how Facebook was thinking about the size, weight and dimensions of the social media universe. So I immediately contacted Eric Wheeler, the CEO of 33Across, which acquired Tynt a couple of years ago, and incorporated it into a new analytics and targeting system -- the “Intent Signal Platform” -- that it unveiled late last week. I asked Wheeler if he knew whether there had been any substantive change in the digital media people use to share content since I first began following Tynt, and whether Tynt had also been tracking things like SMS, WhatsApp and other direct messaging platforms. He said Tynt did have the ability to track copy-and-pasting via text messaging and was going to run the numbers for us, which we will report back on shortly. But his initial impression was that not much had changed since we last reported on the way people share things with each other -- that lighted social media platforms represent only about 30% of such behavior -- and that most of it was coming from dark social: email, text messaging, etc. On that note, and only because this is MediaPost’s Weekend edition, I’d like to leave you with a thought paraphrasing John Lennon: Text is flowing out like endless rain into a paper cup. It slithers wildly as it slips away across the media universe. Jai guru deva om. The Connected TV Landscape: Why Smart TVs And Streaming Gadgets Are Conquering The Living Room Mark Hoelzel Mar. 3, 2014, Connected TVs are on pace to take over the television viewing experience. There will be more than 759 million televisions connected to the Internet worldwide by 2018, more than double 2013's number, according to Digital TV Research. The first wave of connected TVs, called "Web TVs," failed because they assumed that people would use their televisions as a computer, by browsing the Internet and reading email. Now, a new generation of Internet-enabled TVs is succeeding. These connected televisions enhance the everyday experience of watching television by offering a better viewing experience for your favorite programs and movies, as well as an alternative way to interact with music and photos. In a new report from BI Intelligence, we dissect the connected TV landscape, analyzing the factors, trends, and key players that are shaping the market. We explore the explosive growth of streaming devices, such as Google’s Chromecast and Apple TV, and compare it to the growth smart TVs from manufactures like Samsung and Vizio. We also examine the relationship between connected TVs and the pay TV industry. Here are some of the key takeaways from the report: • Streaming devices currently comprise the majority of connected TVs. But we believe distribution will shift to smart TVs, as prices decrease and the television upgrade cycle shortens.
  • 154. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 154 • Apple TV and Roku hold the largest market share for streaming devices, but Chromecast, which Google released last summer, has also achieved stellar sales numbers. Market research data shows that 8 million Apple TVs and 4.5 million Rokus shipped in 2013 in the U.S. • Smart TVs will account for the majority of television shipments by 2014. By 2015, more households will have smart TV than connected TVs. • On both streaming devices and smart TVs there is a division between open and closed platforms. Chromecast, LG, and Roku have embraced open platforms that allow developers a great deal of freedom to develop apps for their devices. Samsung, Apple, and others are betting on closed ecosystems, which follow a more careful curatorial approach. • Despite platform fragmentation, HTML5 offers at least a faint hope for increased unification between connected TVs, just as it does on mobile. LG and Chromecast have integrated it into their connected TV development environments. • How will developers and operating system operators monetize smart TV apps? Media downloads, subscriptions and — to a much lesser degree — advertisements will drive the dollars. Smart TV platform operators have begun experimenting with ads. • Changes to the pay TV industry, namely cable and satellite providers, will also have a huge impact on the future of connected TV. It’s now an open question as to how — and how effectively — cable providers will use their power to shape the future of connected TV. Mobile advertising more than twice as effective as desktop, BBC World News study shows Mobile advertising is twice as effective as desktop among the general population and up to four times more effective when targeted towards affluent consumers, a global study from BBC World News has claimed. The study also found that more affluent consumers around the globe were more connected to the internet via mobile than less affluent users, with 39 per cent accessing the internet via mobile devices at least once and hour – 18 per cent higher than the general population. In addition, more than half (51 per cent) of affluence consumers use their mobile phone for business, compared to 40 per cent of the population. A third of affluent consumers agreed that brands need to be on mobile if they wish to be considered modern and dynamic – 15 per cent more than the general population. Furthermore, high income earners were found to be marginally more positive towards advertising on mobile (19 per cent) ahead of desktop (18 per cent). For sites where content is free, 41 per cent said they would be happy to see ads on mobile websites. Jim Egan, CEO of BBC Global News Ltd, said: “The rapidly growing importance of mobile to our global audiences is one of the big themes for our industry and we are constantly working to create the best mobile browsing experience, be that with the introduction of our international BBC News and Sports apps, or on-going responsive design innovations. “This new research reveals significant change in mobile consumption – people are delving deeper into stories on their mobiles, consuming more video and, significantly, growing accustomed to advertising on their mobiles. This large study provides compelling evidence that mobile advertising works with affluent mobile consumers in particular and that has big implications for publishers and advertisers alike.” The report also showed that affluent customers were 18 per cent more likely to share their location to get relevant services than the general population and were more likely to prefer mobile devices to desktop for viewing news-related content.
  • 155. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 155 The study surveyed 6,000 smartphone owners in Australia, Germany, Sweden, India, Hong Kong and the US, and compared the habits of affluent consumers - the highest 20 per cent income earners in each country - to those of the general population. How Esri and Aisle411 Show You Where It's at in Context On Jan. 9, 2007, Steve Jobs launched the iPhone. Calling it a “magical and revolutionary” product, he claimed the Apple product was five years ahead of any competitive offering. It was a bold claim and much debated at the time, but history has been kind to the late impresario’s declaration. The phone itself was just a piece of hardware. Most of the real magic would come from third-party developers of small and inexpensive mobile applications, or “apps” as they are universally called. Combined, these apps fomented a revolution, which led to what Robert Scoble and I have called the Age of Context in a recent book. In 2007, Nathan Pettyjohn had no idea that the iPhone would make him a soldier in that revolution. That wasn’t his plan when he was walking through the miles of aisles in a St. Louis, Missouri Lowe’s Home Improvement store. He just wanted to find a particular surge protector and he grew frustrated looking for that single needle amid the haystack of offerings. This is always one of those lose-lose-lose situations. The device maker is counting on the retailer to sell their device; the retailer is depending on their displays to churn retail goods efficiently and the customer just wants to find what she or he is looking for without investing a significant part of their life to locating it. As had become the habit of many iPhone adopters, Pettyjohn held his iPhone as he searched in frustration. At some point he looked down at his phone, up at the shelves and an idea popped like a light bulb above his head. Wouldn’t it be nice if this phone could help him find what he wanted? The iPhone contains location sensors. There were already maps of most of the streets of the world, and they were becoming highly accurate. Could some smart developer map the inside of a store? If outdoor mapping software could keep current on store locations, street name changes and other location-related issues, could you do it inside of a store? Pettyjohn would soon found aisle411, a privately funded, rapidly growing enterprise that now provides item-by-item maps for 12,000 North American stores including The Home Depot, Ace, Walgreen’s and many of America’s other favorite shopping destinations. Since his epiphany in the home improvement superstore, Aisle411 has steadily improved over time. Seven years ago, shoppers would dial in to the service and ask the voice recognition software to locate a particular gizmo in a given store. After a few seconds, a text reply was sent to their mobile phone. Onto that, features and functions could be offered. Users could combine shopping lists you could upload recipes, making it easier to shop for all the ingredients. Stores could insert special offers to people whose call-ins revealed they were in a particular store. To me, that’s amazing. Retail chains and franchises may look pretty much alike wherever you shop, but they are more like snowflakes. On close examination, each one is different and like the ocean, the objects contained in them are very fluid. A sudden change in weather can move the snow shovels to the rear of the store and the barbecue gear to the front. When one brand of detergent on an end cap doesn’t move, it may get relegated to a shelf in the middle of an aisle and be replaced with cereal. If there is a Super Bowl Game on Sunday, the beer and microwave popcorn may get moved to positions of prominence.
  • 156. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 156 It seems to me that being able to tell customers inside 12,000 stores precisely where each item is located at any given moment, with better than 90 percent accuracy—which Pettyjohn claims—is almost as challenging as mapping an ocean and showing where the fish are at a given moment. Contextual technology plays an increasing role in providing people with the information they need to effectively navigate an increasingly complex world. In aisle411’s view, they are a community platform. Like Waze members do for each other, aisle411 shoppers help each other by reporting changes they find in stores. Now aisle411 is teaming up with Esri, one of the world’s leading GIS (Geographic Information Software) companies. The result will make the service more contextual, customizable and anticipatory even before a shopper actually enters the store. Google unveils smartphone with 3D sensors 21 February 2014 Last updated at 02:33 GMT Google has offered a limited number of prototype phones as part of a development kit to software companies Google has unveiled a prototype smartphone with "customised hardware and software" that enables it to create 3D maps of a user's surroundings. Sensors allow it to make more than 250,000 3D measurements every second and update its position in real time. Google said potential applications may include indoor mapping, helping the visually-impaired navigate unfamiliar indoor places unassisted and gaming. It has offered 200 prototypes to developers keen to make apps for it. Google said its Advanced Technology and Projects (ATAP) unit developed the phone as part of a project called Project Tango with help from researchers at various institutions. "We are physical beings that live in a 3D world. Yet, our mobile devices assume that physical world ends at the boundaries of the screen," the firm said.
  • 157. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 157 Tech savvy blind people have excitedly embraced GPS apps, especially on the iPhone which has built-in speech screenreading. Finding your way independently is a highly-prized ability but GPS only works when you're outside with a clear line of sight to satellites orbiting the earth. Though GPS is only accurate to within a few metres, and not necessarily powerful enough to help you find the front door of a shop, it can put you in the general vicinity and people are finding it very useful. But as soon as you walk into a shopping centre, a school or a museum, for instance, you lose your ability to find your way because your satnav connection is cut. 3D sensor navigation could give directions to a checkout, the meat counter or screen 5 at the local cinema either by the user dropping markers or points of interest, or by an establishment providing their own digital indoor maps to aid accessibility. "The goal of Project Tango is to give mobile devices a human-scale understanding of space and motion. "We're ready to put early prototypes into the hands of developers that can imagine the possibilities and help bring those ideas into reality," it added. 'Smart' technology Various firms, including Google, have been looking at developing niche technology. For its part, Google has already unveiled its Google Glass - the intelligent specs due to go on sale later this year. Earlier this year, the firm said it is also working on a "smart contact lens" that can help measure glucose levels in tears. Also in January, it bought DeepMind, a UK firm that specialises in artificial intelligence, for £400m. According to DeepMind's website it builds "powerful general-purpose learning algorithms". Analysts say that firms have been looking at ways to help bring the advances made in technology to practical use in every day life in an attempt to attract more customers. "The focus is not just on the hardware or the device, but on what the gadget can actually do," Bryan Ma, associate vice president at research firm IDC told the BBC. "It is all about taking it to the next level of usage - be it augmented reality, help with basic healthcare or even just creating better maps." Mr Ma added that once fully developed such gadgets could have huge commercial applications as well - which would help drive demand not only among individual consumers but also businesses and corporate users. "There could be a lot of opportunity waiting to be exploited in this area," he said. Last year, Japanese firm Sony filed a patent for a "SmartWig", with healthcare cited as one of its potential uses along with the ability to help blind people navigate roads. It said the wig could use a combination of sensors to help collect information such as temperature, pulse and blood pressure of the wearer.
  • 158. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 158 Five technologies that will change business in 2014 Breakthrough Technology Editor Marcus Austin reveals the most interesting and disruptive technology to watch out for in 2014 1.) Business Intelligence The ability to mine business data in order to identify and capitalise on customer trends has always been out of the reach of the majority of businesses, until now. Business Intelligence (BI) or business analytics is now widely available and, unlike the systems of the past, it doesn’t require expensive software and hardware, and it shouldn’t need too much input from IT. The latest BI software is downloadable as an app for your iPad and takes just a few minutes to setup and can be revealing trends in your data within minutes. 2.) Creating individual customer experiences Providing customers with a tailored service is expensive and normally requires additional manpower. However, the rise of automated technologies such as customer relationship management software, combined with techniques such as segmentation, can allow businesses to provide a level of service that looks and feels like an individual experience, without you having to add extra manpower and without adding substantially to your costs. “The ability to create apps specifically for your business has always been regarded as expensive. However, thanks to the success of Apple’s App Store there are now tens of thousands of well- qualified and cheap app developers.” 3.) Employee apps Apps are everywhere and most businesses are using apps as part of their regular business toolkit, but why stop there? With an employee app your staff can have secure access to business data and forms on their own devices wherever they are, and you can control the level of access. For most businesses, the ability to create apps specifically for your business has always been regarded as expensive. However, thanks to the success of Apple’s App Store there are now tens of thousands of well-qualified and cheap app developers. There are also more simple drag-and- drop tools like Appery.io, Codiqa and Conduit that allow you to create apps without too much programming knowledge. 4.) The virtual desktop One of the big trends in enterprises over the last year is ‘bring your own device’ (BYOD). Hundreds of thousands of employees now use their own smartphone or tablet alongside their work computer to complete business tasks. However, some businesses are now going that one step further and allowing their employees to use their own devices entirely. While this may be a trend that works well in tech-savvy IT departments, it’s not something that works everywhere. Ideally, there still needs to be some sort of work device that users can fall back on, which is where virtual desktops come in. A virtual desktop can be accessed either from a web browser or as a dedicated application and gives the user access to all of their applications and data, no matter where they are or what device they are on. With a virtual desktop you still maintain control over your businesses data, you also have access to as much computing power as you need, so you can work on the most complicated spreadsheets on a smartphone. And, unlike a real desktop, it doesn’t need to be upgraded every couple of years. What’s more, adding a new desktop for a new employee takes a few seconds and, even better, you only pay for what you use. 5.) Everything as a service As the use of cloud computing continues to increase, businesses won’t be just using the cloud to provide applications online such as Box or Salesforce, it will also be used more and more to
  • 159. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 159 outsource all of the things that aren’t central to the business or require an expensive expert such as a recruitment, delivery, warehousing, telesales, customer service, through to creating new ideas and raising finance. There are now cloud-based services to source specific skills, services such as Odesk, Guru and Elance, which can be used to fulfil either full-time posts or specific projects on an ad-hoc basis. Other services like Crowdcube and Kickstarter allow you to use the cloud to get outside investors interested in a project without having to spend weeks and months trawling around angel investors. Ad Tech’s Dirty Little Secret ADOTAS Last year was marked by an influx of acquisitions in the ad tech world, a trend that can be largely attributed to the not-always-true notion that a new technology must be offering something innovative and unique to the marketplace, so it must be acquired to serve as a competitive differentiator. Investments and acquisitions are made based on the assumption that the company or its technology is uniquely suited to answer a specific market need and will deliver a significant return on the investment. However, the dirty little secret in the ad tech business is that the bulk of these technology stacks, which comprises the layers of components or services that are used to provide a software solution or application, are all built with essentially the same tools; and all the major power players are powered by the same handful of companies. So, while from the outside, the industry may look like it offers hundreds of differentiated stacks, most of them are clones built by the same company. In fact, many companies are just selling the same service with a different white label. This is misleading to investors and clients because all of the companies in the space claim to have distinguished tool sets and unprecedented technologies, but they are really just different flavors of the same technology. These trading infrastructure companies are the secret arms dealers of our industry. They built parts of two of the three largest exchanges that operate today, and they offered to sell CPXi the same code bases. They will build a media trading desk, demand-side platforms, supply-side platforms and even entire data management platforms (DSPs), all with your name on it. There is nothing wrong with working alongside partners, but the reality is that our industry may not be as differentiated as it claims to be. After all, how distinctive can these technologies really be, if the same provider builds them? More importantly, how does this consolidation in the industry impact actual technological innovation. The truth is that it hurts both investors and clients. On the one hand, a wave of acquisition and investment does encourage innovation as a way of standing out from the crowd and catching the attention of the people writing the checks. But on the other hand, because the different colored wrappers in which these companies package themselves could easily fool an investor who may not live and breathe ad tech, companies that don’t actually offer anything new to the space take up valuable financial resources that could be used to advance companies with a truly unique value proposition. It is a challenge to accurately determine whether a company is really a good investment and how unique they truly are. The fact is, this is a vast industry with numerous disciplines and sub- disciplines, all highly technical, and it can be prohibitive if not impossible to gain access to an expert assessment for each of these individual channels and categories, especially considering that new channels and categories are emerging constantly. However, it is not only beneficial for investors to dig as deep as possible into prospective portfolio companies or acquisitions, it is also the most effective way of driving true innovation in the industry overall and directing resources where they will be best put to use.
  • 160. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 160 From the client’s point of view, there is a serious lack of transparency. Clients sign up with vendor partners to serve specific needs and if these services are all built on top of the same engine, then what are clients really buying? Marketers may be signing up for much more than they really need under the guise that this tool will help enhance their media buying efforts. However, in the end, it might not matter so long as brands are getting the tools that they need. But the fact remains that the industry is not being forthright. The reality is that if brands and investors start to wake up to the fact that all platforms are built on the same stacks, the ad tech buzz could start to wear off. AgênciaClick Isobar creates " aeroperto " application to Infraero February 20, 2014 Infraero has launched an application developed by AgênciaClick Isobar , which aims to offer the traveler suggested activities at the airport depending on your map . In partnership with the TripAdvisor site, " Aeroperto " app also provides information of surrounding areas , offering a fast and easy access to assist the user during his trip service. The app presents information according to the need and desire of each user with various options in food, shopping , services , recreation and rest sector. Furthermore, it indicates how long the traveler has free time until the hour of his departure and that activities could accomplish in that period . " The Aeroperto makes the experience even more enjoyable trip even before boarding. Infraero thought to make this service available to the user to better enjoy and interact with the attractions of the airport and surrounding areas , "says Eliel Allebrandt , VP New Business AgênciaClick Isobar . This new mobile service was launched to complement the app Infraero Flights Online . The Art of Crafting a 15-Word Strategy Statement by Alessandro Di Fiore, February 12, 2014 In the January issue of HBR, Roger Martin sets out some rules for avoiding common mistakes in strategy making. As he writes in “The Big Lie of Strategic Planning”, the first rule is “keep the strategy statement simple.” Rather than a long, often vague document, the company’s strategy should summarize the chosen target customers and the value proposition in one page. I couldn’t agree more. In my consulting work, I take this idea even further by asking my clients to summarize their strategy in less than 15 words. This statement must identify the target customer, the value proposition, and how the latter fits two requirements: • Focus: What you want to offer to the target customer and what you don’t; • Difference: Why your value proposition is divergent from competitive alternatives. Sounds simple. But it’s more difficult than it seems. The 15-word constraint is a test that often reveals a profound lack of alignment among managers. In a 100-page strategy document you can state everything you want, which makes everyone in the organization feel comfortable. The trouble is that managers then interpret the 100 pages according to their view and aspiration of the company’s strategy. The result: one planning document, many different strategies. All great business strategies can be summarized in a short headline. Easy to understand and communicate, they convey clarity internally and externally to the customer. Clarity is so important for good strategies that companies should make an effort to understand what it means and how to achieve it. Neuroscience can help us in this endeavor. Clarity, as several studies demonstrate, depends a lot on the Contrast Principle. We understand something better when we see it in comparison with something else than in isolation.
  • 161. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 161 To understand the power of comparison, let me retell this famous old advertising story. One day, an advertising executive and a colleague were having lunch in New York’s Central Park. On the way back, they saw a blind man begging for money. He had a cup for donations, and a sign read: “I am blind”. Passers-by ignored him. The executive stopped and offered to alter the wording on his sign to increase the donations. He took out a marker pen and scribbled four words. Passers-by started stopping, and soon the cash poured in. What did he add? The sign now read: “It is spring and I am blind.” IKEA is a company that exemplifies the power of strategic clarity. Many people believe that its success is rooted in its business model; others point to the service experience. For me, IKEA’s success is mostly due to the clarity of its strategy. Most businesses try to build their market around what they offer. What’s intriguing about IKEA is that it consciously designed its value proposition and brand identity around contrasts: a set of negatives (things they do not offer) and a few positives (things they offer). Initially, specialty furniture retailers thought that IKEA’s value proposition was absurd. It offered minimal variety. Stores were designed to propel customers through the labyrinth spaces without sales support. No delivery, no assembly. Not even the promise of durability. What IKEA did was to replace the warehouse atmosphere associated with most discount furniture retailers with a cheerful, innovative look and feel, wrapping its bare-bone offerings with an amusing set of attributes. It offered other items besides furniture (housewares, unique toys), and customers could drop children off a brightly designed, company-operated day care center. IKEA’s value proposition is focused (clearly states what to do and not to do) and different (divergent compared to alternative offerings). For the consumer, IKEA has a clear positioning in their minds and is sharply contrasted with other value. This case and other great business strategies underscore how critical that is. Keeping to a 15-word limit can help you achieve that kind of clarity and avoid the confusion and misalignment so easily hidden in a 100-page document. Practice it in your next strategic workshop and see what happens.. Walmart Pursuing Both 'Stock-Up' And 'Fill-In' Customers Thom Forbes Believing good things come in smaller boxes, Walmart said yesterday that it would build as many as 300 more small-format stores in the coming year — about twice as much as it had previously planned to open — and to “invest aggressively in e-commerce” to be “more nimble and flexible,” in the words of new CEO C. Douglas McMillon. Its focus, he said, will be “connect with customers on their terms.” The retailer currently operates 346 Neighborhood Markets and 20 Walmart Express stores. The new total of smaller-format stores “would account for just 14% of Wal-Mart's planned total U.S. store count of 4,500, and would remain well behind competitors such as Dollar General, which has 11,000 U.S. stores, and Family Dollar Stores, which has 7,000,” the Wall Street Journal’s Shelly Banjo and Michael Calia point out. Some analysts are urging Walmart to speed things along by acquiring one of those chains. Family Dollar would be the better fit, says Credit Suisse analyst Michael Exstein, Market Watch’s Andrea Chang reports. But asked about the possibility, Walmart U.S. president and CEO Bill Simon said the company currently doesn't see a suitable target, Banjo and Calia report. “While we always look at opportunities to acquire,” he said, “it's hard to find what we need.” Not that Walmart thinks that those big boxes are passé. It also plans to open about 115 supercenters in the U.S. in 2014, according to a press release dedicated to its real estate strategy. “Customers appreciate the broad assortment of our supercenters for their stock-up trips as well as our small store formats for fill-in trips,” said Simon in the release.
  • 162. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 162 Unfortunately for all marketers, the company has a rather bleak view of consumer spending in the U.S. It says it will “continue to be hurt by ‘reductions in government benefits, higher taxes and tighter credit,’ and said its own healthcare costs were rising as more employees joined its insurance plan,” Barney Jopson reports in Financial Times. As a result, it “forecast profits for the current quarter that were below analyst expectations, estimating that earnings per share would be $1.10 to $1.20.” Simon said that “cuts to the federal Supplemental Nutrition Assistance Program, or food stamps, crimped the company’s results,” Elizabeth A. Harris reports in the New York Times, as did “an exceptionally ferocious winter with multiple storms.” Retail Metrics founder Ken Perkins tells Harris the main problem is “the plight of its core consumers, who are still struggling with stagnant wages and have been left out of areas of economic growth, like rising stocks and home values.” The company also says “it’s looking at supporting an increase in the federal minimum wage, breaking with business and industry groups that oppose such a measure, Bloomberg’s Renee Dudley reports. Spokesman David Tovar tells her that it is “weighing the impact of additional payroll costs against possibly attracting more consumer dollars to its stores.” Presumably, its employees are also its customers, and that’s a sizable customer base in itself. All told, Walmart has nearly 11,000 retail units under 71 banners in 27 countries and employs 2.2 million associates around the world — about 1.3 million of them in the U.S. Retail Metrics’ Perkins also maintains that “most of the higher-income consumers who went to Walmart during the height of the recession have mostly vanished from its aisles,” the Times’ Harris reports, “and the company has had trouble making lasting inroads with those customers.” For those upscale consumers who would dress for Walmart as “House of Cards” VPOTUS Frank Underwood does when he ventures into the subway (no spoiler alert necessary), there’s always online, of course. “McMillion emphasized that the company's global online sales, including acquisitions, topped $10 billion, a 30% increase over last year,” report USA Today’s Kim Hjelmgaard and Jayne O'Donnell report in their stock roundup. “While it's small in comparison to total revenue, it's the fastest-growing part of our business,” said CFO Charles Holley said. And the company sees itself as positioned “at the intersection of physical and digital retail, which is a competitive advantage,” McMillon said in his opening remarks. Which means that those hoity-toity consumers can order a 70-inch HDTV online and simply head to the back of the store, hat pulled down and receipt in hand, for free "Site to Store" pickup. No need to mix it up with the hoi-polloi on the checkout lines. Google acquires password-killing startup SlickLogin February 17, 2014 10:17pm Tapping in your password (if you can remember it) can be a chore. Google looks to change all that with a sound-based password. Source: ThinkStock TRYING to remember all your online passwords can tie you up in a panicky, confused state. But Google might be changing all that with a sound-based password only your phone can hear.
  • 163. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 163 Google has acquired SlickLogin, an Israeli security startup that delivers a smart alternative to having to access sites that require both a passwords and authentication code that’s sent to your mobile. MORE: What are the most popular and most-hackable passwords? This time-consuming process will hopefully be banished as the new technology from SlickLogin lets you hold your mobile up to your computer to ‘listen’ to the website’s ultra-sonic sound. This inaudible sound is encrypted with data and the unique confirmation required is heard by the phone and sent back to the SlickLogin servers, and you’re in. An annoucement on the SlickLogin website. Source: Supplied Because you are the owner of the mobile phone it knows that it is you trying to access the site, not a hacker from an unknown remote location. The audio code is different each time you try to login, which means you have to physically be there to get access. SlickLogin believes “logging in should be easy instead of frustrating and authentication should be effective without getting in the way”. Details of how much Google has paid for this service has not yet been disclosed. Study: 48 Percent Of Consumers Considered ‘Always On’ Feb 13, 2014 AdotasWire “The “Always-On Consumer 2014” Report has been released by Vivaldi Partners Group, a growth strategy consulting firm that includes a digital and technology agency known as Fifth Season. In the report, Vivaldi Partners Group studies the “Always On” consumer and explores the implication of the emergence of this type of consumers on building strong brands and businesses. The study defines an “Always On” consumer as someone who owns and personally uses at least three connected devices, goes online from a minimum of three different physical locations and goes online multiple times a day. The study queried 574 such US consumers over the course of a week to discover some surprising findings. The study found nearly half (48%) of the US adult population can be considered as “Always On.” Also, the report found: • “Always On” consumers are well educated with 51% having a bachelor’s degree or higher, compared to only 36% of US general population. • “Always On” consumers have an above average income with 80% making more than $40,000. • Unsurprisingly, nearly all of them own a smartphone (92%) whereas only 66% of the general adult population own one. What are the most popular items “Always On” consumers buy? Clothing (55%) with books (47%), electronics (43%), and music (42%) not far behind. What is the reason “Always On” consumers shop online? Because they value having a large selection (79%). From this data, Vivaldi Partners Group was able to come up with five distinct segments of the “Always On” Consumer: • Social Butterflies, which make up 23% of the “Always On” consumer group. • Mindful Explorers at 27%. • Deal Hunters at 13%. • Focused Problem Solvers at 18%.
  • 164. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 164 • Ad Blockers at 20%. The report then dives deep into how to understand the different segments of the “Always On” Consumer, how to define a brand strategy, and, finally, how to connect with the “Always On” consumer. “I am pleased to present the “Always-On Consumer report. There is no doubt that the ‘Always On’ Consumer is a powerful and influential segment that will only continue to grow,” said Erich Joachimsthaler, CEO and Founder of Vivaldi Partners Group. “Our research shows the need for marketers to come up with new ways, methods and approaches to understand consumers, what matters to them, and how they view brands through the new technologies that are available to consumers and to brands.” http://www.vivaldipartners.com/pdf/VPG_Always-On%20Consumer%20Study%202014.pdf The Cookie Debate: Research Reveals Advertisers Pay 3X More For Cookie- Based Ads Feb 11, 2014 Richard L. Tso adotas Ad targeting is in a state of transition these days, with browsers like Firefox ending support for third-party cookies. A new study released on Monday at the IAB Annual Leadership meeting by the Digital Advertising Alliance is stoking the debate a bit more, revealing that advertisers will pay up to 3 times more for cookie-based ads. The premium rises to 7X if the cookie is 90 days old. While it comes as no surprise that brands are willing to shell out more cash to pay for interest- based ads, the timing of this revelation is almost a moot point, as ad tech companies are already exploring alternatives to cookies as a way to deliver highly-targeted display and mobile ads to consumers. The DAA’s self-regulatory principles require members to allow users to opt out of tracking, but the current mechanism for doing so relies on cookies that at some point soon won’t work in one of the most popular browsers. Apple’s less-used Safari browser has long blocked the same variety of cookies, known as third-party, which are installed by companies that don’t have a direct relationship with consumers. “There hasn’t been a lot out there about the benefits of interest-based advertising and what it has delivered to the Internet,” said Lou Mastria, managing director of the DAA, which plans to share the results of the study with policymakers in Washington. “This shows interest-based advertising is the workhorse for subsidizing content on the Internet.” The new research, conducted by Navigant Economics, comes at a time when advertisers are waging a battle with Washington over cookie-based targeting, and so far the industry has been able to hold off regulators and new legislation that would limit how brands deliver ads to audiences online. On Monday, the White House is meeting with consumer privacy advocates to further examine the intersection of big data, advertising and online privacy. “The kind of content available on the Internet is based on the money that will fund it, and that’s the sale of advertising, which is everyone’s business model these days,” said Prof. Howard Beals, one of the authors of the study. One thing that’s certain is that the online publishing industry could be severely impacted by the heavy decisions taking place in the near term. Large and small publishers depend on the revenue generated from premium interest-based ads, and cinching this revenue stream will wreak havoc among the smaller sites where interest-based ads make up to 60 percent of their inventory.
  • 165. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 165 Alternatives to cookies are currently being explored by several advertising companies, with solutions ranging from matching IP addresses to leveraging data from universal logins to the more controversial digital fingerprinting techniques. Each of these solutions aims to help marketers identify consumers across devices. Until a new standard is embraced by the industry and blessed by consumer privacy advocates, the debate will rage on. Nike+ FuelBand Sums Up Your Fitness Year With A Colorful Poster Published on February 06, 2014. 0 Nike: The Year in Nike Fuel Nike is giving its Nike+ FuelBand users a retrospective of their year with the 2013 Year in NikeFuel, a site that allows FuelBand users to see a gorgeous, data-driven portrait of his/her personal activity over the course of the last twelve months. Users log in with their FuelBand account and can share their colorful infographic and see how their activities stack up against those of others. Better yet, they can download it as a poster to serve as inspiration for the next twelve months. Four Tips for Better Strategic Planning by Ron Ashkenas October 1, 2013 coauthored by Logan Chandler. No great strategy was born without careful thought. That’s why the process of planning a strategy itself is an important vehicle for setting priorities, making investment decisions, and laying out growth plans. But for many companies, the activity has devolved into either an overexplained budget or just bad amateur theater – lots of costumes in the form of analysis, charts, and presentations – but with very little meaningful substance that can be translated into action. As a result, many strategic plans end up as shelf decorations or hard-to-find files in crowded hard drives. Since this is the season when many companies are engaged in strategic planning, it’s just the right time to break bad habits. Here are four steps that you can take to make better use of the hard work that goes into planning a strategy: Insist on experiments to test the assumptions you’ve made. Strategic plans necessarily involve hypotheses that certain outcomes (increased revenue, improved margins, higher ROI) will result from a given set of initiatives. But too often those assumptions are supported by secondary research, educated guesses, or assumptions rather than field tests. As a result, managers are uncomfortable actually moving into action or committing resources, preferring to stay with the business they know rather than possibilities that may or may not pan out. To overcome this inertia, ask managers to include specific, short-term experiments, whose results will communicate what works and what does not. In one company, the senior manager called these “scouting missions” and made sure that each of his managers was responsible for at least one every quarter. Banish fuzzy language. Strategic plans are often filled with empty phrases such as “Leverage our World Class Operating Capabilities” or head-scratching aspirations like “Reshape Our Pricing and Trade Strategy to Effectively Drive Demand While Maintaining Market Access.” Language like this can signal that a team doesn’t have a clear idea of what they need to succeed. To counter this dynamic, the CEO of a large financial services firm banned her organization from using a list of words and phrases such as “leverage” “synergy,” “disintermediation,” and “robust” (to pick a few ofthe most overused terms). Escape from template tyranny. Templates are often a standard fixture of strategic planning. Ideally they force teams to consider important topics – competitive analysis, shifts in external markets, performance gaps that need to be closed – and more easily compare data from different divisions. But the rigid use of templates can lead a team to be more focused on corporate requirements than
  • 166. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 166 on doing the hard thinking about how they plan to grow their business. And when teams have to complete the same templates each year, the result can be stale ideas, rote responses, and plans that don’t fully capture – or worse, obscure – the key issues and opportunities that a business needs to address. Avoiding this problem may be as simple as eliminating sections of the planning template that no longer make sense; or it may mean more radically changing the requirements. For example, a large food manufacturer reenergized the process by shifting from a 3 year planning template requiring many different and overlapping pieces of information to a shorter, more open- ended format that gave teams greater latitude to develop their growth plans in the form of a narrative. Ask provocative questions. In theory, strategic planning should foster intense debates and discussions; but when the process is rigidly structured, and the documents are dense with data, the dialogue can be stilted or constrained. To overcome this, it’s important to ask tough questions when the plans are presented – and to do this in a way that can lead to unscripted answers that will enrich the thinking and increase everyone’s level of confidence in moving forward. A few that we’ve heard include: “What are the top 2 or 3 things that must go right for this strategy to work?” “If we pursue this strategy, what are we deciding not to do?” and “What specific capabilities will we need to develop in order for this plan to succeed?” The strategic planning process is an important part of most organizations’ operating rhythm. The leadership challenge, however, is to make sure that it’s more than just a corporate exercise – or bad theater. This piece’s coauthor, Logan Chandler, is a partner with Schaffer Consulting and the co-author of the HBR article Off-Sites That Work. Three ways to fix the flawed agency model Amir Kassaei is chief creative officer of DDB Worldwide. The advertising-agency model is flawed. As an industry we do more and more for less and less money. Timelines are shrinking. And with the onslaught of social media and real-time marketing, we’re asked to find new ways to “go viral” and earn media without incremental compensation. When clients need new thinking, they go to pitch. Sometimes we even give away our best ideas. Some clients think of an agency’s “product” as a commodity readily available for a continually reduced price. But let’s not just blame clients and their procurement departments. Much of this is our own doing. We show up for every pitch and we keep delivering more work for less. We pass all the benefits of efficiency and effectiveness on to our clients and only get paid for the time it takes to come up with an idea and to create an ad. The good news is that it’s simpler to fix than everyone thinks. There are only three things we need to do to not only fix the flawed business model of advertising, but reinvent it: Recognize we’re not in the ad business We’re competing with consultants and tech giants like McKinsey and Google and must be in the business of making the products, services and the brands of our clients relevant. Without an emotional and rational value, consumers won’t care. And if nobody cares, brands won’t see an increase in sales or lead their category’s conversation. So it’s relevance, not ads, that creates value for clients. A great example of this in action is Nike+ Fuelband, the tech fitness product developed around the idea of movement. It creates value for the consumer and is incredibly relevant to the category. We are communications consultants and have the staff to advise our clients on brand relevance where other general business consultants do not. Redefine creativity
  • 167. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 167 Creativity isn't about the best-executed ad idea. Creativity is defined by innovative and effective solutions that meet our clients' business objectives. If we do that in an exceptional way, we'll generate customers, sales and market share for our clients. If we could refocus on this definition of creativity as our sole mission, we would develop a different product. Take Wieden & Kennedy. It looked at the modern agency model differently with this year's launch of "W&K Garage," a venture that will focus on creating and investing in innovative experiences, content and technology. If we started to work that way, we'd have a different process and might find new ways to get paid: by measures of new customers, increased sales and improved market share that reflect the real value that we add. Capture our golden opportunity: data intelligence The most important thing data can bring is insights, but a client needs to partner with people who are able to connect the dots among all of the different types of data. Our industry has always used insights to inspire marketing, but the availability of data gives us so many more avenues to pursue. Through outlets like Twitter and Facebook, we can identify relevant trends that are happening in real time. For example, McDonald's in Australia launched a "Track My Maccas" menu app created by DDB Sydney that allowed consumers to track the origins of the ingredients in their food. We used GPS, image-recognition software, date/time and supply-chain data to be transparent to people about the quality of their food at McDonald's. No matter what happens, agencies will still need the talent of creative thinkers. But it will become increasingly important that they're able to apply both data and creativity to business problems. The End of Microsites Marko Muellner | February 4, 2014 It was 2004 (only 10 years ago) and I was a digital brand manager at adidas America. I sat within the broader brand marketing department and was responsible for a few sports -- baseball, football, and softball -- and a few major brand and product campaigns each year. It was a fantastic job for a fantastic organization. I learned a lot and met many amazing people. That same year I was responsible for the digital launch of a new running shoe. I first worked with my internal stakeholders -- brand marketing, retail marketing, PR, product, etc. -- and developed a brief for my agency. As had happened many times before, my expectation was that I would receive three to five concepts for a microsite, primarily focused on cool interactivity, rich photography, and possibly, since I had pushed, a clear path to e-commerce. This was before social media, early in content marketing, and my six-figure budget didn't support original video. After weeks of briefings, concept presentations, and iterating, my agency and I landed on a creative direction and rough marketing plan. The microsite would feature original product photography, 360 spinnable shoes, technical videos (provided by product), some nice integration into e-commerce for pre-sale, and then the rollout of new colors. While the agency was on retainer (you don't want to know how much we paid them,) the bill for the photography and third-party development was north of $250,000. We didn't hesitate; it would be well worth it. We never discussed or ran a media plan against the campaign; I was all about the microsite. For many years, building microsites was the standard tactic for digital marketers. We couldn't be as creative as we wanted within the walls of e-commerce and brand sites were tightly managed by corporate marketing, were broken down by country, and had to follow the templates provided. The CMS just couldn't handle "advanced" interactivity and custom integrations, and we really didn't want to engage IT to get it done. Lastly, because we were paying our agency a lot of money, and they had designers and developers in-house, they could do anything we wanted.
  • 168. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 168 For those of us who made microsites for a living, we lived for the creativity and fun, the freedom to do whatever we wanted. And it was a relatively simple endeavor; we didn't have to consider much beyond the experience and content. For many of us, driving business outcomes was secondary. If people came in and played, explored, engaged...it was successful. If they clicked through to e- commerce or opted-in to email, bonus. As we all know, times have changed. Not too long ago I was having lunch with some old colleagues from adidas who were still there. We talked about their evolving digital strategy and they shared that they had made e-commerce their main brand site and had moved all campaign marketing to Facebook. They also shared that the media opportunities had become far more complex. Consumers have moved from desktop to mobile. And from portals and brand sites to social. As consumer behavior changes, brand marketers have had to adapt digital strategies at every level -- from reaching and engaging to converting all the way to retaining. As marketers start moving dollars from search and display into social and mobile advertising, they're starting to feel similar constraints on their ability to be both creative and, wait for it...drive higher-value outcomes. With the amount of change and complexity in digital marketing today, it feels like marketers are bringing knives to a gun fight -- we just don't have the tools or knowledge to keep up with consumers and it gets harder everyday to prove and improve the value we deliver to the business. Indeed, the traditional digital microsite with its full-screen option, rich desktop experience, built in Flash with video, animation, and game-like interactivity is dying. The cost and effort to value just isn't there anymore. Even Facebook apps, the social-era equivalent to brand microsites, are near death. Today, marketers are reaching and engaging consumers in social and on mobile, and often at the same time. Even search and email are being consumed more and more on mobile devices. During this transition, many marketers have pushed to make their existing websites, especially e- commerce, "mobile-enabled" so that they can drive from search, email, and social streams to mobile experiences. Many haven't even gotten this far. Yet as we learned with search and email on desktop, our websites are rarely tuned for the ads we're buying or for the segments we're targeting. And frankly, "mobile-enabled" just isn't enough for social consumers looking for quick engagement and easy paths to share, explore, or even purchase. Marketers have a pressing need for what I call "social mobile microsites" or more appropriately, mobile landing pages with agile and lightweight CMSs that can be easily tuned to optimize targeting, ad creative, and conversion actions. Luckily, in the new social mobile world, these microsites won't cost a quarter of a million dollars and won't take months to create. They will be deeply integrated into media buying and programmatic conversion optimization and will need to be as dynamic as your weekly posting strategy. Have you built a website lately? Everything is headed toward single-page scrollers. Why? Because of mobile. In a truly meta moment, take a second to experience the newly announced Facebook Papermicrosite on both desktop and mobile. Not only is Paper the next iteration in our complete transition to mobile, but the microsite, I think, is equally if not more compelling on mobile. This isn't 2004 y'all, it's 2014, and everything has changed, again.
  • 169. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 169 Let's Stop Thinking About Mobile Just as a Channel or Tactic and Move on to a Bigger Idea By: Antony Young Published: January 29, 2014 In an industry that's obsessed with tapping into the Zeitgeist, we talk about mobile as though it's the bright and shiny new object in marketing. Are we kidding? This year, smart phone penetration in the United States will hit 80%, tablets will overtake sales of PCs, and already about half of online traffic is taking place on the mobile web. Come on marketers … consumers and manufacturers are way in front of us. Let's kill off talk about developing a mobile plan. Our marketing plan needs to be our mobile plan … and so too do our communications. It's Mobility, Not Mobile. Mobile is primarily about the devices and platforms, but mobility is a bigger idea. Mobility is very much at the heart of culture right now. It is about fulfilling consumers' desire to stay constantly connected and helping people to get tasks done on the move. Mobility in marketing is going beyond mobile advertising, to adding mobile functionality and targeting across your marketing efforts, such as how Chipotle's mobile app helps to facilitate dining on the go by allowing you to order and pay for your burrito on the way to their restaurant to avoid the wait. Instead of allocating a separate budget to mobile alongside other media channels, we should be applying mobility solutions to our print, video, search, out of home and website. For example, how many of us have plans to add voice navigation to our website? My bet is that consumers are going to respond to added mobility in your marketing programs as they have to mobile devices … super- fast. All Media is Digital. All Digital is Mobile. Thankfully we rarely separate digital from non-digital media plans anymore. Your digital strategy is your media strategy. In the same way, we have to stop putting mobile in a silo. A number of media companies are leading the way. According to the New York Post, about a third of its audience (print and digital) is coming from mobile devices. Over 65% of Twitter's growing ad revenue comes from mobile ads on smartphones. Little wonder that Instagram, SnapChat, Flipboard and Waze, whose platforms have mobility at the heart of their proposition, were the hottest and fastest growing media this past year. VH-1 showed that it was able to grow its prime-time television viewing audience by 34% by improving the mobility of its shows and content. It made available full episodes through a mobile app, which also included extended content encouraging audiences to share with their social circles. Mobility is Shifting Hyper-Local to Hyper-Location Marketing. Patch's demise at the hands of AOL was a blow to pundits of hyperlocal. But mobility solutions are creating far more granular targeting and brand engagement. Savvy companies like PlaceIQ and 4info have mapped out the country and can provide location-based marketing (standard and rich media banners as well as video) based on where you go and where you've been. Apple's iBeacon went live early this month in 200 Safeway and Giant Eagle supermarkets and could revolutionize the in-store experience. Using low-frequency Bluetooth technology, it creates GPS-like utility in the store itself that is able to pinpoint to within a few feet a shopper's location through his smartphone and prompt him with special offers as he navigates the store. Mobility is Fueling Intelligent Marketing. Mobility is paving the way for more intelligent marketing by utilizing the data it collects. FourSquare is somewhat re-inventing itself as a decision- recommendation engine for users and an insight resource for marketers accessing location data they have collected. The Weather Company is using its data to help retailers plan and even forecast sales. For example, based on weather patterns The Weather Channel knows that in Chicago, beer sales increase when summer temperatures are below normal three days in a row, whereas, in Dallas people buy sunscreen and bug spray in the spring when the dew point goes down. Mobility could inform an entire marketing communication strategy. Mobility isn't about what's happening with devices and setting aside budgets for mobile advertising, but how you bridge mobile to real-world marketing. Exciting times ahead.
  • 170. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 170 Shazam Gets 700k Super Bowl Listens, But What Is The Second Screen's Second Act? by Steve Smith, Tuesday, Feb. 4, 2014 Barely noticed last week was the announcement by Yahoo that it was shuttering the IntoNow app it purchased a couple of years ago. “We’re out like Walter White,” the second-screen app's crew quipped at their site. It was a pretty good app in its day. IntoNow experimented with different styles of social media filtering to keep users from being overwhelmed to distraction. It also polished a system of sharing clips/screen grabs that users could distribute and comment upon in their social feeds. That tech made its way into the new Yahoo Sports app to very good effect. But enthusiasm for dedicated second-screen TV apps has waned as it became clear that less is more when it comes to parallel media use. Most of these apps demonstrated that people really didn't want to tend their tablet or phone during TV viewing. the Twitter feed ended up being the most used item anyway. At this weekend's Super Bowl Fox didn't even put any effort into its app experience. Users simply got access to the TV broadcast stream. Twitter itself was the clear winner. But as I noted yesterday, Shazam offered a credible second-screen experience on its audio- tagging app by keeping things functional and uncluttered. If you tagged the show once and kept the app live it simply updated itself with new material as the show progressed. The auto Shazam feature listened in background for ads and added them right after each aired for quick replaying. The app even allowed you to buy music tracks used in each of the ads. The overarching timeline feature mixed scoring news with ad clips and music links. In all, it was the kind of second-screen experience the user could simply leave on and refer to at will, although it dispensed with actual social media chatter. But it worked. According to Shazam this morning, the app was used more than 700,000 time Sunday, more than double the usage rate of the 2013 Super Bowl. And true to the app’s heritage, it was music that drove people to it. Half of the activations occurred during Bruno Mars' halftime performance. As well, 15% or 90,000 activations were like mine, coming from people with the app live through much of the game. Not surprisingly the two most Shazamed music moments were Bruno Mars songs. But people also activated the app's audio ID functionality to capture the Chevy “Life” ad and Jaguar “Rendezvous” spot. The most Shazamed ads were from Chevy and Jaguar, followed by Bud Light's “Cool Twist” and the U2 Bank of America ad supporting Red. The jury is still out on what second-screen mobile experiences really will resonate over time with viewers. Clearly, the first wave of dedicated parallel viewing apps was overkill. I imagine some specific experiences like awards shows or reality competition shows still lend themselves to higher levels of interactivity. The experiments go on, and most are attempting to pare down the interactions to very simple and sparing engagements. USA Network, for instance, has been augmenting its “Modern Family” binge reruns with live user voting through a Web site on certain nights. Personally, it feels less engaging to me than it does an obvious attempt to engage, but for reasons that are unclear. Do I really feel part of some community of viewers this way? No, but I am a curmudgeon anyway. The highly individualized nature of mobile phone use has a tendency to expose just how variegated the media audience is. My guess is that no single or even few second-screen offerings will ever capture wide swatches of people and achieve the kind of ritual use TV itself achieved in the last century. Now that we see ourselves in greater detail engaging with the second screen it may dawn on us that this “mass audience” of TV viewers was never much of a “mass” at all. We were all engaged in the same activity but in a wide range of ways, with many different kinds of attention, interest, perceptions.
  • 171. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 171 Facebook Paper February 04, 2014 4:27pm NewsComAu PAPER by Facebook is the social network's attempt at jumping in the online news ring, by allowing you to display and read stories from all your favourite news sources right in your newsfeed. The result is something beautiful. It starts when you first open the app. You're not greeted with a big Facebook logo, but by a simple, attractive Paper logo. Paper was originally meant to make Facebook more attractive and to help it become the "personal newspaper" that Facebook was always intended to be. Indeed, Paper certainly feels like it has done that in the most part, but it works differently to how you're probably used to using Facebook. Instead of your singular newsfeed, you now have multiple - your first being the traditional newsfeed where you can see your friends and pages you have liked in a very photocentric way that is much more intuitive and requires you to scroll left and right, rather than up and down like you're used to. Your stories and pictures from your newsfeed are displayed side-by-side like this. Source: NewsComAu On top of your regular newsfeed, you now have several other feeds that you can swipe to. These feeds can be from one of 20 categories like Headlines, Technology or Pop Life and display news stories from popular outlets in each section. While at this stage it seems like Facebook has a set amount of publishers it is displaying content from, it has said that in the future it will pull stories from all over the Facebook network that it thinks is worth sharing. Headline articles under each section are shown over the top half of the screen. Source: NewsComAu Unlike the original Facebook app, there isn't a refresh button, posts just keep flying in as soon as they get posted. The back button has also been killed and instead been replaced by a simple swipe, a far more intuitive way to interact. Paper shows that Facebook realises that, in such a connected world, people care about more than their friends cat, and want to see what's important in the world. It's a leap in a new direction for Facebook, and perhaps is what is needed to continue its relevance in the social space. Unfortunately Paper isn't officially available for Aussies, and is only on iOS. Lucky for you, though - news.com.au has a work around. 1. Open the App Store, tap "Featured", scroll to the bottom and tap on your Apple ID 2. Tap your ID, then "view Apple ID". 3. After putting your password in, tap on the option to change your country and region - opt for the United States version of the store. 4. Agree to the new Terms and Conditions and change your payment method when asked to 'None'. Awesome! You can now get Paper. If you want to go back to the Australian store after you downloaded Paper, just follow those steps again but change to the Australian store instead. 15 media executives in Latin American - what to expect for 2014 Portada asked 15 major panregional marketing and media executives, the so-called cream of the cream in Latin American-panregional decision making, about what to expect for 2014, what
  • 172. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 172 countries and ad categories will be the leading ones and where they see the main challenges and oportunities for the industry. The wide gamut of opportunities and challenges cited include Programmatic Buying, Taking the most advantage of the World Cup, getting more bidders at Mobile RTB exchanges, Social Media advertising, Integrated TV-Mobile Campaigns, Social Media & Video,Content Curation and Creation and more. Below 15 points of view every panregional marketer and media professional should be in the know about. The questions: 1 )Where do you see the main opportunities for panregional advertising growth in 2014? 1a) What ad categories do you see growing the most? 1b) What countries do you see growing the most? 2 ) What are the main challenges? 3) Where do you see the main room for improvement for Latin American agencies? Alejandro Campos Carles - Co - Managing Director & Founder - StartMeApp 1)We are receiving requests from global agencies and some specific brands for the Brazilian market mainly. 1a) Services, Entertainment, Technology, Games and Corporate presence. 2) For StartMeApp 2014 challenge is to become the absolute leader as mobile RTB exchange in the Latam and Hispanic market. Our challenge for this year is to activate a seat on our “self service, demand side platform” for at least 5.000 global bidders. 3) Agencies will need to accept and adapt mobile as a part of media mix and promote mobile budgets and technology value for their brands. Guido Conterno - Director Ejecutivo - GDA 1) Knowing how to extend before and after the Brazilian 2014 Cup. 1a) Tourisms and Technology. 2) Balancing in Latam the print and digital media mix and design 360 campaigns that are not a copy paste among different ATL & BTL platforms. 3) Learning how to integrate ATL & BTL platforms to maximize the audience behavior not the basic ROI index. Leandro Cruz de Paula - Chief Revenue Officer - US Media Consulting 1) One area with panregional growth potential in Latin America is programmatic buying. While larger markets like the US will lead the growth in this region, Latin American advertisers are also well aware of its potential and in fact we’re helping a number of brands through MediaDesk, our online ad buying platform. Programmatic has appeal due to the potential to target audiences more precisely and at market prices, and this was partly why we created MediaDesk in the first place. From an advertising standpoint, social media also has huge potential for growth in Latam. Brands now appear to be much more willing to invest in social media advertising and now understand the high level of engagement that Latin Americans have with social media. For instance, we’ve noticed strong interest and investment ever since we launched our Facebook Exchange retargeting partnership with Triggit. The advertisers know that Facebook takes up 94% of the time Latin Americans spend on social media and are now seeing that heavy engagement translate into strong response. Another growth area that we think could surge in 2014 is the integrated TV/mobile campaign. We’ve noticed a sharp uptick in business once we started selling Shazam in Brazil and other countries in Latin America. This speaks to the fact that more and more Brazilians are watching TV
  • 173. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 173 with their smartphones or tablets—or both. As such, it makes sense to try to reach consumers with a campaign that blends mobile and TV the way that Shazam does. 1a) With the recovering of the world economy and some big events scheduled to happen in Latam this year, global brands will turn their dollars to Latam to maximize the returns and protect or expand their market share. The Internet penetration will keep growing steadily as portable (tablets and mobile) access become ubiquitous both in high population and rural areas. With that we tend to see most of the consumer products brands investing in 360 campaigns that would combine the power/penetration of TV/Radio to the interactiveness of the Internet and the multiplying factor of the social nets. We’re running campaigns for a variety of ad categories and currently there isn’t one particular category that brings us more business than others. That said, based on our market observations, it seems like tech products have great potential for growth in Latam, particularly mobile devices like smartphones and tablets. Travel also seems to have potential because Latin Americans seem to be leisure traveling more than ever before and many are making their travel arrangements online. Finally, clothes are one of the top products that Latin Americans purchase online through e- commerce, suggesting that we could see many more fashion brands step up their investment levels. 2) Some political and economical instabilities are still in place in the region and not all the main brands have learned how to overcome those barriers. Partnering with local players that have the expertise in doing business in several currencies and with different taxes models will be key to succeed. 3) Agencies must be able to concentrate their investments and resource in what is their core expertise and have an ecosystem of partners in the region to operate all the rest locally. With a vast amount of local media companies, some specific laws about content production and localization and even the ability (or lack of) to move investment from one country to another, agencies must rely on partners that are able to fulfill that operation smoothly, helping them to getting even better in their core businesses. Alfonso Cueto - ESPN - Sr Director - Multi Media Sales 1) We're finding growth centered around advertising partnerships based on a foundation of customized content development. These type of partnerships thrive with scale on our television networks and engagement in our digital and social platforms. 1a) Technology, personal care products, travel/hotels, telecommunications, and movie studios. 1b) In a general sense Mexico and Brazil. From ESPN's perspective we have a strong focus to grow Colombia as we've introduced localized content and talent, as well as opening up an ESPN Colombia office at the end of 2013. The company is extremely excited about our potential for growth in that market. 2) More options for advertisers to spend, such as search and social media. Additionally, limitation of minutes in certain markets such as Mexico and Argentina force us to be smarter with the management of our inventory and pricing. 3) We're seeing some of this already but it is crucial to move away from a low cost, rotator type mindset, and continue to improve and mature towards multi platform engaging sponsorships centered around a creative idea that is editorially relevant for our fans but connects with the brand in a unique and powerful way. Helber Díaz - Director - MediaBrands Miami 1) Many opportunities in the pan regional market, the main stream could be:
  • 174. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 174 • Social Media & Video will remain with higher growth , tied to this trend Content -curators and creators- have a great opportunities ahead. Due to increasing media vehicles , (more tv channels , apps, web pages, social page , etc) the demand for multi platform tools/software focused quality performance and efficiency will be an opportunity. Additionally, Analytics - is key as a part of the pan regional service , delivering take aways for more marketing areas. • Emerging brands for pan regional media and agencies represent great opportunities. Many of them will have an start up mindset, this means a new business model for these projects will be essential. 1a) Telecommunication & Technology, Ecommerce & Social Commerce, Tourist, Beverages, Education. 1b) Tier I Brazil and Mexico. Tier II Colombia & Chile. 2) The Business model between media, agencies and clients is changing , buying performance will move from price to engagement or ROI metrics, this means a mutual commitment between all industry players. A new generation of workers (Millennials) with new aspirations and priorities will have an effect on agencies talent retention policies and/or this agencies will create new structures in order to fit with the new workers culture. An Advertising market raising on Programatic buying and performance , will need a new currency based on trust and transparency. Big Data, Mobile apps and Social networks are reading the consumer changes , agencies will manage those tools to give the brands real advantage , this means adjust or renew knowledge , tools and staff. Content Becomes a “Channel” , brands will acquire or create their own content to support long term media actions and/or social media. Media vehicles/channesl are raising, maintain the same reach is not affordable anymore. 3) Companies’ marketing departments are transitioning to a data-driven approach, in order to deliver tangible effects on ROI results. Agencies will need to improve their analytics tools and staff in place , allowing measurement of the effectiveness through multi platform sources. Cynthia Evans - MEC Latin America 1) Online and video, TV plans are becoming video plans that include traditional linear TV plus online video a la YouTube, and a host of other video streaming and download offers – from Netflix and Crackle to Glu. 1a) Personal care, telecom, automotive and the media themselves are leading in nearly every market. 2) Commercializing offers, of whatever kind, from messaging to data; and uncertainty related to government regulation and evolution of media offer. 3) Back to basics of communication investment now that the messaging portfolio is more than main broadcast TV vendors. Lucio Grimaldi - VP, Managing Director - Publicitas Latin America & US Hispanic 1) I believe pan-regional advertising is going through an evolution and transformation from the traditional perception associated with it. In these terms, we see digital, mobile and video as the main opportunities for growth in 2014 and the near future. We are also seeing the first signs of growth in the automation field, which will also have a big impact in the way that "pan-regional" buys have been perceived and done. 1a) Technology, Travel & Tourism, and Entertainment. 1b) In terms of growth I see Mexico, Colombia and Peru. Also, despite a recent slowdown in the economy, Brazil will obviously remain as the key and largest market in the region.
  • 175. Babelfish Articles Dec 2013 – Apr 2014 21-04-14 Page 175 2) The main challenges are given by specific political and economic scenarios is key markets as Argentina, Venezuela (and Brazil) to a certain extent. Some of the policies adopted in these markets completely challenge pan-regional buys and force many brands to act or have operations at a local level (or in some cases leave these markets). 3) I am a big advocate for integration and presenting integrated solutions to clients and agencies. I have seen many agencies taking a very positive step in this direction and adopting an integrated mindset, especially during the last year. I see this as the biggest opportunity for improvement in this region, not only for agencies but also for brands, publishers and content-related companies. Carlos Gutierrez - CEO Miami McCann 1) Main opportunities are in the digital space. By its very nature, digital (in whatever expression: display, search, social media, microblogging, digital production, etc. is the ideal medium for a centrally managed origination. 2) It is difficult not to fall for the usual cliches that affect the entire industry and not just the panregional community. If I try to zero IN on a specific pan regional challenge I'll go for appropriate versioning. Regardless where the material was originated it has to truly sound (and be perceived as) Brazilian to Brazilians, Mexican to Mexicans and so on and so forth. That requires a lot of effort to do it right. We still see some centrally-managed communication efforts that by attempting to be "regional" end up sounding foreign in every country and local in none. We have to keep in mind that "Latin americans" don't exist. What we have is Argentineans, Brazilians, Mexicans, Colombians, etc. The only ones who pursue a regional view are regional marketers and agencies. Local consumers care only so much about what's going on in the other countries, so the communications must still feel local to them. 3) Metrics and accountability. LatAm agencies in most cases still have a long way to provide the level of analysis and intelligence that the current volume of performance information available can potentially deliver. That could translate in enormous productivity gains for agencies and clients, but still (as an overall industry) we have not put our finger on it. Fernando Maroniene - Group Manager Marketing, Latin America & Caribbean - Adobe 1) The shift to digital is inevitable, as it is can be measured and monetized. Adobe understand this trend as 75% of the Adobe WW ad spend is currently digital. Some areas of opportunities are: • Digital Magazines and Apps : Adobe Digital Publishing Suite (DPS) solution is powering significant circulation growth and reader engagement in digital magazines. Since the launch of Adobe DPS, less than three years ago, more than 150 million digital publications have been downloaded on mobile devices (tablets and phones). Those magazines offer a better reading and interactive experiences, to the point that DPS created apps have three times as many unique monthly readers than this time last year. It also gives publishers powerful analytics capabilities to maximize reach, engagement, conversion and retention. • TV everywhere : Customers want’s to watch TV like exp