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Articles                                          January-April 2012                                                Brian ...
Contents Ad Tech       Ad Networks Arent Dead Yet                                                                57 Ad Tec...
Big Data     Boomers, Whats Your Data Worth?                                                                 85 Big Data  ...
Content      How to Make Branded Entertainment Succeed                                                               38 Co...
General      Watch Out! Ten Interview Questions Designed To Trick You                                                96 Ge...
General      The Gray Areas Of Digital Brand Measurement                                             196 General      Ente...
General      Forget "Mad Men"--Now Is The Golden Era For Advertising                                              322 Gene...
Social       Social-Game Market Also Poised for Latin American Boom as Smartphones Become Affordable                34 Soc...
Video        Innerscope Research: Media Effectiveness Study                                                          74 Vi...
The New Globalist Is HomesickBy SUSAN J. MATT Published: March 21, 2012 NYTACCORDING to a recent Gallup World Poll, 1.1 bi...
called Mexico and talked with her family, who routinely gathered for a large meal. Carmen always asked what the family was...
Traditionally, new product marketing assumes first-time purchases arise from an orderly chain of events. The effectivecomm...
so they solidify rather than precondition the brand-customer relationship. In this model, shopper marketing cues must bema...
company’s vision, mission and purpose. The result is an adaptive culture that signals an end to business as usual. Without...
others. There is no future in any business model that is cemented in reactive engagement. Organizations should identify an...
Adobes Project Midas Expands Predictive Marketing Toolsby Laurie Sullivan, Wednesday, March 21, 2012 1:22 AMAdobe Systems ...
For many marketers, setting a segmentation strategy becomes a one-time tactic, often done in line with a site redesign,tec...
achievement. If we are going to make use of data, there must be an investment in more data scientists and statisticians to...
Marketing is the next big money sector in technologyBy Ajay Agarwal, Bain Capital Ventures Mar. 17, 2012, 9:00am PTBy 2017...
Historically, the challenge with marketing automation is that it has always been about “process,” not about “data.” Back i...
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Transcript of "Babelfish Articles Jan-Apr 2012"

  1. 1. Articles January-April 2012 Brian Crotty Babelfish.Brazil@gmail.comArticles that I found important over the past months
  2. 2. Contents Ad Tech Ad Networks Arent Dead Yet 57 Ad Tech The Futures Of Ad Exchanges? 69 Ad Tech The 5 Things to Expect in a DMP (demand-side platforms) 70 Ad Tech Online Campaign Optimization: Five Essential Solution Features 80 Ad Tech The Evolving World Of Ad Verification 92 Ad Tech Canoe ITV is Dead. Long Live Interactive Television! - Mark Risis-TiVo 95 Ad Tech Set-Top-Box Lexicon: Commercial Indices 95 Ad Tech WPP Launches GroupM Next, Copeland Heads Innovation Unit 101 Ad Tech The ABCs Of DSPs 104 Ad Tech How Not to Get Scammed By Agency Trading Desks 126 Ad Tech BlueKai Report Explains DMPs To Publishers 138 Ad Tech The Evolution of Online-User Data 138 Ad Tech How to Select a Bulletproof Data Management Platform 188 Ad Tech Mapping the Future of Media Buying 239 Ad Tech Clearing Up Lingering Questions About The Ad Exchanges 248 Ad Tech Reach and Persistence: Why Exchanges Work 249 Ad Tech Driving Brand Lift Via The Exchanges 249 Ad Tech A Quality-Based Approach For Higher Performance On The Exchanges 249 Ad Tech Brands Leave Millions On Table Without ROI Crystal Ball 269 Ad Tech Analyst: TV Everywhere Could Rain Ad Dollars 270 Ad Tech Set-Top-Box Lexicon: Commercial Retention Metrics 270 Ad Tech Hold On To Customers Through Retargeting 272 Ad Tech comScore Introduces Validated Campaign Essentials™ (vCE), 277 Ad Tech YouTube: Influence TV Everywhere Will Have On Search 281 Ad Tech MediaBank Launches Trading Desk Platform 299 Ad Tech CPMs Dont Reflect Whether Ads Are Viewable, Targeted 310 Ad Tech What Lasagna Al Forno Taught Me About Behavioral Targeting 315 Ad Tech The Trouble with Targeting on Connected TV 316 Ad Tech The Real Hero in the Fight for CPMs - Can Publishers Sell Quality In Real Time? 324 Ad Tech Online Video RTB: What To Know Before You Bid 347 Attribution A Scientific Model For Multi-Touch Attribution And Ad Optimization 60 Attribution Attributions Recommendation Engine: Windshield Vs. Rear-View Mirror 149 Attribution Attribution Online: Introducers And Influencers And Closers… Oh My! 154 Attribution Marketing From The Other End Of The Funnel 11 Attribution Distracting Users From Buying 194 Attribution Optimization Vs. Attribution: How Theyre Different, And Why This Matters 233 Attribution Attribution Management: A Direct Response & Brand Marketing Tool 240 Big Data Adobes Project Midas Expands Predictive Marketing Tools 16 Big Data Fine-Tuning Your Segmentation Strategy: 5 Keys to Success 16 Big Data What Is Big Data? 17 Big Data Why Agencies Are Better Off Staying Out of the Tech Business 18 Big Data Marketing is the next big money sector in technology 19 Big Data Marketers Struggle to Link Digital Data to ‘Big Data’ Picture 20 Big Data 3 Ways To Get Your Head Around Big Data 23 Big Data What To Do With All That Data? 37 Big Data Data Today, Data Tomorrow 50 Big Data EU Regulators To IAB: Users Must Explicitly Consent To Tracking 51 Big Data Ad Tech Startups, Your World Has Changed 55Babelfish Articles Jan-Apr 2012 Page 2
  3. 3. Big Data Boomers, Whats Your Data Worth? 85 Big Data Debate About Meaning Of Tracking Continues 105 Big Data Help! Im Drowning (In Data)! 106 Big Data Model Citizens 106 Big Data Joel Rubinson Is Riffing On The River Of Digital Information 108 Big Data Predictive Modelling Or Bust 109 Big Data Independent Data Analysis Aids Credibility 114 Big Data Big Data? Big Magic? Or Both? - Tom Cunniff 117 Big Data When CMOs Learn to Love Data, Theyll Be VIPs in the C-Suite 119 Big Data Targeting Latinos: The Right Segmentation Approach 125 Big Data Marketers Struggle to Marry Social Media and CRM 142 Big Data The Domino Effect of Bad Data: 5 Reasons Why Your Data Is Wrong 185 Big Data 3 Steps for Converting Data to Action 185 Big Data 5 Essential Practices of the Data-Driven Organization 190 Big Data Managing Your Privacy In A Public Digital World 191 Big Data Disruptor of the Day: 33Across - Leading Brands In The Next Phase of Social Marketing 200 Big Data This Is How Ad Technology Needs To Tackle The Industrys Data Explosion 202 Big Data Survey: Younger People Arent So Worried About Data Access 205 Big Data In 2012, Data Integration Makes Marketing More Personal, Targeted, and Relevant 211 Big Data Google To Create Detailed User Profiles 235 Big Data Data-Driven Creative 238 Big Data Data Judging Data 252 Big Data Data Reveals Social Graph Impacting Brand Lift, As Well As Direct Response 256 Big Data Taming Big 268 Big Data Thank You So Much For Tracking Me Relentlessly 275 Big Data Site Extension: Big Data in Practice 276 Big Data Big Data -- Big Money Says It Is A Paradigm Buster 283 Big Data Big Data is also going to change science 284 Big Data The Data-Driven Digital Revolution 300 Big Data Shopping Behavior Data: E-Commerce Gold 301 Big Data Is Behavioral Targeting the Best for Customers? 313 Big Data Terrified of Big Data? Think of It as Growing Pains 323 Big Data What Is Big Data? 351 Bus. Intel The Impact Of Cookie Deletion On Marketing 303 Bus. Intel Group M, Nielsen Partner For TV, Internet Metrics 18 Bus. Intel Globo tem pior audiência dos últimos 40 anos 57 Bus. Intel First Look: Survey Warns Of Consumers Turning Off From Digital Ads 81 Bus. Intel Talk to the Hand: The Tablet Is Changing TV Viewing 102 Bus. Intel Youths Are Watching, but Less Often on TV 157 Bus. Intel The Future Of Media Metrics Is Interoperability 188 Bus. Intel Engaging CPG Site Visitors Increases Buys In Retail Stores 199 Bus. Intel Leadership for the Marketing Optimization Team 215 Bus. Intel Blowing It Big Time in Web Analytics 266 Bus. Intel Time for Television Ratings to Get Social 325 Bus. Intel Kids TV Networks Face the Mystery of Missing Children 334 Bus. Intel TV News in a Postmodern World - TVs Measurement Conundrum 338 Bus. Intel Why Nielsen Should Be Making New Friends Or Shaking In Its Boots 339 Bus. Intel Survey Shows 85% of Tablet Owners Use Them While Watching TV 342 Bus. Intel Online Ad Effectiveness Research: Crisis Of Control 352 Bus. Intel The Metrics Arms Race 107Babelfish Articles Jan-Apr 2012 Page 3
  4. 4. Content How to Make Branded Entertainment Succeed 38 Content The Year Of Episodic Web Content? 39 Content More Branded Web Video Projects Coming Down the Pike 40 Content Content: Marketings Best Hope or More Hype? 79 Content Study Links TV Content To Ad Value 98 Content How To Drive Earned Media -- Even When Your Content Is Less Than Stellar 103 Content Multi-Screen Storytelling: Latinos on Steroids 111 Content Customization Is The Wave Of The Future For Rich Media 114 Content Start Thinking Strategically For Content Curation 122 Content 4 Soft Skills For Content Curation 123 Content CTRL C + CTRL V or Curator News 147 Content Posting Peer Reviews On Your Website: A New Debate 178 Content Why Context Is King in the Future of Digital Marketing 183 Content Why ESPN is all about mobile 196 Content The Future of Digital Messaging 219 Content Tablet advertising: Are ads run on iPad and other tablets more effective? 265 Content Brand Storytelling At Its Finest 271 Content 4 Pillars of Content Marketing 273 Content Coca-Cola Bets the Farm on Content Marketing: Content 2020 297 Content 9 Steps to Building a Content Marketing Strategy 345 Content Expandable Rich Media Ads Outperform non-Expandable Flash Ads 350 General The New Globalist Is Homesick 10 General 5 Trends That Will Change CRM 13 General Looking Beyond 2012: Trends for Leading Transformation 13 General Digital Changing The Intersection Of Message, Branding 16 General Guy Kawasaki On The Wonders Of Google+ 20 General Personal Branding and Marketing Yourself 22 General MTV Starts MySpace-Like Web Business That Gives Artists a Cut of Ads 27 General Google To Buy Mobile App Milk 27 General Why Are Marketers Hating on Traditional Marketing? 31 General P&G To Cut TV Budgets? Hard To Believe 36 General Cognition & The Intrinsic User Experience 40 General The 5 Most Powerful Words in Sales 45 General The Me-tail revolution 47 General Too Much Advertising Is Digital Suicide 50 General 5 Huge Digital Marketing Trends You Can’t Afford to Ignore 51 General I+ Cable Satellite Telco - Connected 52 General Newspapers Struggling to Find Digital Revenue Executives say industry is resistant to change 53 General Why the Web Hasn’t Hurt TV 54 General The Credit Card Is The New App Platform 58 General 5 Reasons You Need to Meet in Person 61 General Accenture The Point Of View: Talent & Organisations 62 General The Digital Future 64 General Digital Strategy and How to Tell if Your Agency Has Any 66 General Build Engaging Dynamic Ads Using Available Customer Data 68 General Top 5 Trends Emerging For Todays Digital Families 70 General Where Did They Hear That? 71 General Marketers: Digital Offers Us More for Less 82 General Sorry, Were Closed: The Rise of Digital Darwinism 88 General The 8 Principles Of Product Naming 91Babelfish Articles Jan-Apr 2012 Page 4
  5. 5. General Watch Out! Ten Interview Questions Designed To Trick You 96 General 11 SMS Best Practices Tips 98 General The Number One Mistake People I Interview Are Making These Days 99 General Yahoo, YouTube Gear Up To Battle Cable TV 103 General Wall Streets Wieser: Content Passes Crown, Picks 3 Platform Players - Google, Facebook, Yahoo 105 General If A Tree Falls Online And Theres No One Around To Measure It... 106 General Did Visual Revenue Predict This Headline? 107 General OMMA Metrics & Ana-Lin!-ics 107 General Judah Phillips Car Wreck (Literally And Figuratively) 108 General Id Give Seraj Bharwani A C+ For Analogies 109 General The Evolution Of Marketing Evolutions Hype (Surf Here) 109 General Learning To Love 3MS 109 General Leading the Agency Evolution 112 General Will Digital Advertising Wait for Your Brand? 113 General 5 Ways to Reinvent the AOR for the Digital Age 115 General Marketings Red Sock Problem - Tom Cunniff 117 General How Google+ Is Encircling Your Brand 120 General Brands Pinning It On Pinterest 121 General Crowdsourced Advertising: Its Not Just Cheap Labor 128 General Canadian network WSI - We Simplify the Internet has about one thousand offices in 80 countries 129 General GEs Whats in the Fridge? Contest Woos Appliance Fiends 131 General Best Time to Start a Company 132 General War! The Fight For The Future Of Advertising 133 General 3 Reasons to Integrate Your Digital Marketing Tactics 134 General Database Marketing, Social Media Converge for Retail Brands 135 General Become More Optimistic: 6 Smart Tricks 137 General Are You Sabotaging Your Own Career? 147 General Innovative trends to watch in 2012 147 General There Are Only Three True Job Interview Questions 150 General The new leaders handbook 151 General A.G. Lafley vs. Steve Jobs 156 General Marketing Physics 101 158 General Dont Confuse Passion with Competence 158 General How Pinterest Is Changing Website Design Forever 159 General Do sponsored messages ever work online? 164 General The Past & Future Of Sports In Video 166 General DM9 launches study on digital behavior 167 General The Three Donts of Persuasion 168 General The Wide World of Conversions: Exploring Cultural Differences 168 General Brand Experience, Values Increasingly Drive Loyalty 168 General The 6 Habits of True Strategic Thinkers 173 General Natural Born Clickers 175 General 3 Numbers All Entrepreneurs Should Know 180 General Personalized eCommerce Is Already Here, You Just Don’t Recognize It 181 General Pay-for-Performance Starts to Gain Steam 186 General The New Discipline of Engagement Planning 189 General Non-Food Marketers Grab Greater Share of Digital Coupon Space 192 General 8 Ways to Build Customer Loyalty 194 General 14 Easy Ways to Get Insanely Motivated 195 General eXelate, Nielsen Catalina Bring In-Store To Online 195Babelfish Articles Jan-Apr 2012 Page 5
  6. 6. General The Gray Areas Of Digital Brand Measurement 196 General Enter The Digital Media Performance Score 197 General 7 Top Online Marketing Trends for 2012 [Data Included] 206 General Trends and Benchmarks in Click-Through Rate by Message Type 208 General 4 Ways to Leverage Major 2012 Trends for Higher Integrated Marketing Success 210 General Geo-Personalization: Your Opportunity 219 General The Future Of Web TV: Strength In Numbers 220 General Can Self-Checkout Be Retailers Secret Weapon? 220 General Buzz Goes Au Naturel: Nielsen Strips Out Jargon, Adds Hyper-Local Metrics 222 General Tuning In To Media-savvy Girls: 10 Things To Know 223 General What Is An Agencys Role? 224 General In China, Human Costs Are Built Into an iPad 226 General How Curiosity Works and Why You Should Care 234 General CES Tech Report: Really Useful or Merely Interesting? 241 General Teaching The Next Generation Of Digital Natives 245 General Top 5 Digital Measurement Predictions for 2012 252 General Beyond The Ordinary (A.K.A. Facebook And Twitter) 254 General Why Appreciation Matters So Much 257 General Test Before You Launch, Virgin! 258 General A Decade in Review: Trends and Insights 259 General Engagement of Your Most Valuable Customers 260 General Where to Begin With Integrated Marketing for Small Business Owners 263 General 48 Items That Technology Will Replace This Decade 267 General The Future Of The Performance Channel 271 General 4 Digital Marketing Strategy Tips for 2012 274 General Report Proves Media Buyers Are Lazy 277 General Ideas on Integrated Marketing in a Connected TV World 279 General YouTube May Face Challenge With Single Revenue Stream 279 General 7 Things Your Employees Will Never Tell You 283 General How to Find the Right Digital Training Tool for Your Company 284 General The 27 Rules of Conquering the Gym 285 General Digital Marketing In 2012: Predictions From 32 Industry Luminaries 286 General Unruly Media Scores $25 Million in Funding, Ices Google Chrome Black Eye 291 General The Key to Yahoos Long-Term Health? Data, Says New CEO 292 General 2012: Another Year Of Digital Breakthroughs? 293 General The 9 Oddest Job Interview Questions Asked at Tech Companies in 2011 294 General 10 Commandments of Modern Marketing 295 General A fathers rules for finding fulfilment 297 General Business tips: 21 ways to break the ice 298 General The Best Approach to Training 302 General The Google +1 Is More Popular For Retailers Than The Facebook Like Button 303 General Why Best Buy is Going out of Business...Gradually 305 General 9 Steps To Quitting Your “Have To Have" Job And Pursuing Your Dream 307 General The Five Keys To Marketing in 2012. 309 General What is Strategy ? 309 General 5 Great Ways to Use Pinterest 310 General Free Wireless Broadband for the Masses 314 General Digital Strategy and How to Tell if Your Agency Has Any 318 General Woe The Digital Sale: Translating From The Digital-ease 319 General Experience Is The Next Frontier In Marketing 321Babelfish Articles Jan-Apr 2012 Page 6
  7. 7. General Forget "Mad Men"--Now Is The Golden Era For Advertising 322 General Digital Marketing Tools Not Yet Providing Key Strategic Insights 335 General What Recruiters Look At During The 6 Seconds They Spend On Your Resume 344 General Retail TouchPoints Spotlights Gamification In Retail: 347 General Learnings From Monday Blues and Customer Satisfaction 353 General People, Not Pages Is Still Publishings Elephant In The Room 353 Media How social media users multitask while watching TV 11 Media PC Morning tablet at night 15 Media Internet, Mobile Challenge Trad TV Ad Supremacy 52 Media TV Used to Put the Mass In Mass Media. Not Anymore. 78 Media Australias First-Ever National Multi-Screen Report Reveals Evolution in TV Viewing 96 Media TV Viewer Erosion: When And Where It Matters 100 Media Nielsen: Second Screening Is A Worldwide TV Habit 101 Media The Promise and Peril of Social TV 116 Media Converged TV: 8 Predictions 212 Media Trends you cant ignore: Social TV and word-of-mouth 255 Media At an Industry Media Lab, Close Views of Multitasking 327 Media Media Multitasking Behavior: Concurrent Television and Computer Usage 328 Media Media multitasking doubles the prime time potential 333 Media Multitasking Media Users Merge Internet with TV, Other Media 336 Media TV ad break data shows 25% audience drop off 337 Media Are Surveys Sufficient? 106 Media Heres A Scoop For You, Literally: GRPs Are The Universal Scoop Of Media 108 Mobile Behavior Modification: The Mobile Edition 28 Mobile Overwhelmed By Mobile Video Advertising? Keep it Simple! 44 Mobile 1 in 5 Smartphone Users Who Search Locally Make Online Purchase 60 Mobile Device Influences Purchase Decisions 61 Mobile Advertisers Should Monetize Mobile Search Before Content 67 Mobile Major Mobile, Online Video Users 104 Mobile Using QR To Create In-Store Mobile Moments 109 Mobile Smartphones and Tablets Influence Consumer Purchasing Decisions on Mobile, Online and in Store 126 Mobile The Mystery Of Mobile Targeting 128 Mobile Twelvefold Extends Spectrum Ads To Mobile 131 Mobile IP Geolocation Explained: How It Works For Advertisers 137 Mobile Mobile Video Ads Growing Fast; Will Mobile Video Trump Online Pre-Rolls? 171 Mobile The Water’s Fine: Why Agencies Should Jump Right Into Mobile Ads 177 Mobile Tablet Owners: More e-Commerce In Digital Magazines 182 Mobile VivaKis Hecht Excited About Mobiles Dimensions 182 Mobile Going Mobile and 5 Reasons Why You Shouldnt Use Transcoders 192 Mobile Is Uncontrolled UI Proliferation Hurting Ads on Android? 193 Mobile SapientNitro, AKQA, Ogilvy Lead Agencies In Mobile Expertise 198 Mobile The Mobile Male 223 Mobile QR Codes: The Active Link Between Direct Mail, Web and Mobile 238 Mobile Mobile is a must-have for agencies in 2012 247 Mobile Using QR Codes At The Last Three Feet Of Sale 301 Mobile Mobile Privacy 2012: Where In The World Is Your Data? 312 Social Meet The Super Consumers And Influencers 21 Social 7 Lessons Social Marketers Need to Learn Right Now 24 Social Why Relationships Matter and ROI Doesnt 24 Social Without The Right Message, Twitter Is No Better For Your Brand Than A Fax Machine 32Babelfish Articles Jan-Apr 2012 Page 7
  8. 8. Social Social-Game Market Also Poised for Latin American Boom as Smartphones Become Affordable 34 Social Relevance + Recency + Frequency = Resonance 37 Social The challenges of social media and Big Data Marketing and IT must unite 44 Social Understanding Social Media Personas Is Key 45 Social Rebooting Media: What a Think Tank on the Social Web Discovered 59 Social UK Pub Chain Barracuda Ditches Website for Facebook: Business Traffic Up 2000% 86 Social Habits Are The New Viral: Why Startups Must Be Behavior Experts 89 Social 6 Steps to a More Marketable LinkedIn Profile 90 Social Your Attention, Please! (Social Viodeo) 106 Social LinkedIn Cofounder Says Startups Should Look to Harness Data 121 Social Five Types of Social Media Influencers 122 Social The Five Types of Social Media Influencers 123 Social Rules For the Social Era 129 Social Social Business In Action: Field Notes 135 Social Redes sociais para investidores lutam para ganhar espaço 136 Social Six ways social media technologies can accelerate large-scale change 143 Social 5 Steps To Connect With People Outside Your Network On LinkedIn 145 Social Security is Key to Social Commerce Growth; 55% of Social Media Users Not "Comfortable" Giving Credit 146 Social Why Movements Are Like Marriage 153 Social Case Study: Social Ad Effectiveness 155 Social Will Social Discovery Apps Lead to Meaningful Relationships? 174 Social Fuel Social Conversation With Web Content 175 Social Study: 99% of Facebook Fans are Useless 184 Social Definition 6 Makes Facebook Users The Stars Of Their Own Movies, Turns Timeline Into Screenplays 198 Social Ride word-of-mouth movement 201 Social 4 reasons why 2012 will be the year of "Social Enlightenment" 202 Social Social Ad Guys 33Across Buy Copy/Paste Guys Tynt 203 Social How to Measure Social Media - and Show Results to the C-Suite 216 Social Understanding the Importance of Social Media ROI 218 Social The FBI Wants In On Social Media Monitoring 222 Social Recommendation Calculation 231 Social Social Media Learnings From the Front Lines 236 Social Want To Be Liked In A Conversation? 237 Social Study: Consumers View Social Marketing As Invasive 255 Social Facebook Social Commerce Gets Game With Points, Loyalty, and Rewards 260 Social Talking About This and Facebook Viral Reach 262 Social Followers! Likes! Retweets! Value? 266 Social McDonalds Twitter Campaign Gets Burned 282 Social How to Turn Tweets Into Ratings Points 299 Social One Thing Youre Probably Not Using LinkedIn For 300 Social When Brands Become Friends: The 4th Evolution Of The Online Friendship Concept 317 Social Is Your Brand A Hyper-Connector Or Truly Sociable? 320 Social Social Shares Drive 1 in 4 Online Shoppers to Purchase 321 Social How Many People Use the Top Social Media? 346 Social Social Media ROI Arrives 348 Social Infographic: “”How Do Social Login And Sharing Affect Ecommerce?” 354 Video Kill Your Television: A Video Advertising White Paper From Specific Media 29 Video Firefly Video™ Launches: 32 Video If Online Video Were A Baseball Game: Inning-by-Inning Summary 55 Video Cinema Ads: Brain Research Shows Theyre More Emotionally Engaging Than TV Spots 73Babelfish Articles Jan-Apr 2012 Page 8
  9. 9. Video Innerscope Research: Media Effectiveness Study 74 Video Adobe Goes Prime Time With Video Ad-Serving Suite 77 Video TV Is Dead! Long Live TV! 84 Video TV is dead! Long live TV! 2 84 Video Infographic: "Requiem For The Video Advertising RFP" 92 Video Canoe Should Have Bought Inventory To Prove Itself Or Get Rich While Trying 99 Video 18-34 Demo How to Make Your Videos Popular - Building an Audience 100 Video With Streaming Video, Ad Strategies Come Streaming In 131 Video Rentrak Signs Interpublic To Milestone Deal, Will Use Ratings As Trading Currency 167 Video Redbox To Launch Streaming Video 172 Video Time Warner Invests In Conviva, Ups TV Everywhere Growth 173 Video CPG, Health Top Video Advertisers, Digital VIdeo To HIt $5.4B 180 Video 2012: The Year Of The (Video) Dragon 184 Video VideoHub-Nielsen Alliance Integrates Nielsen Online Campaign Ratings Into Video Ad. Platform 203 Video Online Video Advertising Amplifies TVs Reach, Performance 204 Video Video Metrics: A Closer Look At The Latest Data 213 Video Online Video Producers Are Wasting Time Trying to Convince TV Companies to Take Them Seriously 214 Video All Grown Up, Video Explodes In 2012 233 Video Anthem Blue Cross Uses Consumers In Live Streaming Video Ads 251 Video Tremor Acquires Video Analytics Platform InPlay For Publishers, TubeMogul Focused On Marketers 280 Video Video Vendors Test, Roll Out New Online Video Ad Formats 281 Video Video: The Future Of Social Media Marketing 292 Video Online Video Business to Marketers: Skip All Our Ads! 304 Video Video Trends to Watch: Video in eCommerce, Social Discovery, and Live News Recommendations 311 Video Why Every Brand Needs A Million-View Video 317 Video New Video Ad Metric Doesnt Have You At Hello, Suggests You Complete Me 340 Video Anytime Is Prime Time: Digital Video Dayparting Comes Of Age 343 Video Online Viewers Watching Video Ads To Completion More Than 70% of the Time 343 Video Specific Media Sees Major Jump in Online Video Effectiveness 349 Video MediaMind Issues Report On The State Of In-Stream Video Ads 353Babelfish Articles Jan-Apr 2012 Page 9
  10. 10. The New Globalist Is HomesickBy SUSAN J. MATT Published: March 21, 2012 NYTACCORDING to a recent Gallup World Poll, 1.1 billion people, or one-quarter of the earth’s adults, want to move temporarily toanother country in the hope of finding more profitable work. An additional 630 million people would like to move abroadpermanently.The global desire to leave home arises from poverty and necessity, but it also grows out of a conviction that such mobility ispossible. People who embrace this cosmopolitan outlook assume that individuals can and should be at home anywhere in theworld, that they need not be tied to any particular place. This outlook was once a strange and threatening product of theEnlightenment but is now accepted as central to a globalized economy.It leads to opportunity and profits, but it also has high psychological costs. In nearly a decade’s research into the emotionsand experiences of immigrants and migrants, I’ve discovered that many people who leave home in search of better prospectsend up feeling displaced and depressed. Few speak openly of the substantial pain of leaving home.This emotional style became common among mobile Americans in the 20th century, but represented a departure from thepast. In the 19th century, Americans of all stripes — pioneers, prospectors, soldiers and the millions of immigrants whostreamed into the nation — admitted that mobility was emotionally taxing. Medical journals explored the condition, oftenreferring to it by its clinical name: nostalgia.Stories of the devastating effects of homesickness were common. In 1887, an article in the Evening Bulletin of San Franciscohad the headline, “Victim of Nostalgia: A Priest Dies Craving for a Sight of his Motherland” and reported that the Rev. J. M.McHale, a native of Ireland, had fallen ill with nostalgia after arriving in Brooklyn. Shortly before he died, he declared: “I amhomesick. My dear country, I will never set a foot on your green shores again. Oh, my mother, how I long to see you.”Today, explicit discussions of homesickness are rare, for the emotion is typically regarded as an embarrassing impediment toindividual progress and prosperity. This silence makes mobility appear deceptively easy.Technology also seduces us into thinking that migration is painless. Ads from Skype suggest that “free video calling makes iteasy to be together, even when you’re not.” The comforting illusion of connection offered by technology makes moving seemless consequential, since one is always just a mouse click or a phone call away.If they could truly vanquish homesickness and make us citizens of the world, Skype, Facebook, cellphones and e-mail wouldhave cured a pain that has been around since “The Odyssey.”More than a century ago, the technology of the day was seen as the solution to the problem. In 1898, American commentatorsclaimed that serious cases of homesickness had “grown less common in these days of quick communication, of rapidtransmission of news and of a widespread knowledge of geography.”But such pronouncements were overly optimistic, for homesickness continued to plague many who migrated.Today’s technologies have also failed to defeat homesickness even though studies by the Carnegie Corporation of New Yorkshow that immigrants are in closer touch with their families than before. In 2002, only 28 percent of immigrants called homeat least once a week; in 2009, 66 percent did. Yet this level of contact is not enough to conquer the melancholy thatfrequently accompanies migration. A 2011 study published in the Archives of General Psychiatry found that Mexicanimmigrants in the United States had rates of depression and anxiety 40 percent higher than nonmigrant relatives remaining inMexico. A wealth of studies have documented that other newcomers to America also suffer from high rates of depression and“acculturative stress.”Ricardo Valencia, an immigrant from Guadalajara, puts a face to such statistics. In 2005, he traveled to Nevada to work so hecould pay off a mortgage on his house. The day after he arrived in Nevada, he thought, I want to leave! As he explained to me:“I’ve always been really close with my family. ... I had to stand it, we had to stand it ... but returning was always in mind.” Heused e-mail and phone cards to keep in touch with his wife, calling her several times a week. But even this regularcommunication could not assuage his tremendous homesickness. He finally returned to his family in 2009.Like Mr. Valencia, 20 to 40 percent of all immigrants to the United States ultimately return to their native lands. They knowthat Skype is no substitute for actually being there.It is possible that these new technologies actually heighten feelings of displacement. María Elena Rivera, a psychologist inTepic, Mexico, believes technology may magnify homesickness. Her sister, Carmen, had been living in San Diego for 25 years.With the rise of inexpensive long-distance calling, Carmen was able to phone home with greater frequency. Every Sunday sheBabelfish Articles Jan-Apr 2012 Page 10
  11. 11. called Mexico and talked with her family, who routinely gathered for a large meal. Carmen always asked what the family waseating, who was there. Technology increased her contact with her family but also brought a regular reminder that she wasnot there with them.The immediacy that phone calls and the Internet provide means that those away from home can know exactly what they aremissing and when it is happening. They give the illusion that one can be in two places at once but also highlight theimpossibility of that proposition.The persistence of homesickness points to the limitations of the cosmopolitan philosophy that undergirds so much of ourmarket and society. The idea that we can and should feel at home anyplace on the globe is based on a worldview thatcelebrates the solitary, mobile individual and envisions men and women as easily separated from family, from home and fromthe past. But this vision doesn’t square with our emotions, for our ties to home, although often underestimated, are strong andenduring.Susan J. Matt is a professor of history at Weber State University and the author of “Homesickness: An American History.”How social media users multitask while watching TVPosted by CORY BERGMAN on March 22, 2012A new survey by the Hollywood Reporter — which talked to social network users between the ages of 13-49 — reveals someinteresting data about how social media impacts the TV and film industries. More than half of the respondents said socialnetworks are important tastemakers in determining what to watch and buy. The most interesting part of the study, as itrelates to TV, is boiled down to this slide:That Facebook number is a bit surprising — 79% say they always or sometimes visit Facebook while watching TV — althoughit’s unclear how much of that activity relates to the TV they’re watching at that given moment. For Twitter, the study asked ifthey’re tweeting about the show they’re watching, and 41% said yes. And three-quarters of respondents say they’re postingabout TV while watching a live show, which shouldn’t be that big of a shock — a study by TVGuide found that 27% say theywatch more live TV to avoid spoilers via social media.The study asked which types of shows people like to post about while watching TV, and comedy (56%) and reality TV (46%)came out on top, followed by sports (38%) and cable news (26%).Here’s my favorite stat of the study: 8.5 percent of respondents have decided not to watch Jersey Shore because ofsomething they saw on social networking. Which goes to show, not all social promotion is good promotion. Meanwhile, 3 outof 10 people decided to watch a TV show because of something they read or saw on a social networking site. (TVGuide’s study,which didn’t limit respondents to social media users, found that 17% said they started watching a TV show because of a socialimpression.)Marketing From The Other End Of The FunnelBY EXPERT BLOGGER JOEL RUBINSON | 03-21-2012 | 7:25 AMhttp://www.fastcompany.com/1825619/marketing-from-the-other-end-of-the-funnelThis blog is written by a member of our expert blogging community and expresses that experts views alone.Babelfish Articles Jan-Apr 2012 Page 11
  12. 12. Traditionally, new product marketing assumes first-time purchases arise from an orderly chain of events. The effectivecommercial starts the engine turning by generating brand awareness, which begets interest, desire, and finally consumeraction, with planned purchases popping out the other end.But often, consumers actually start at the other end of the funnel. They bring their needs and impulses to a retail settinglooking for an immediate solution. In ways that behavioral economists talk about, shoppers spontaneously make sense oftheir choices, frequently buying something they never knew existed before but that they assess will best meet their needs inthe moment. How often does this happen? More than half of first-time supermarket purchases are unplanned events,according to shopper insights R&D research I conducted, and the largest source of awareness for new products is not TV orsocial media, but in-store exposure.So how do brands start marketing from the other end of the funnel? First, realize that the shoppers mind is a predictionsystem, constantly operating, sensing hints or semi-conscious triggers called “cues” to anticipate how well a product willmatch desired outcomes in the ABSENCE of prior knowledge about that alternative. Shopper cues come from packaging, price,ingredients, the parent brand name, what something is next to on the shelf (e.g. gourmet coffees are easy to understand ifthey are near Starbucks on the shelf), signage, and the retailer (e.g. being sold at Whole Foods immediately cues producthealthfulness). Not all cues are equal, so marketers need to learn which cues are the most important in the shoppers mind forthe benefits they want to signal.Consider Chobani, one of the leading new products last year, according to the IRI Pacesetters report. With no TV advertising,you see it on the shelf and still immediately get what it is about. Product thickness graphics, arresting package design, andprotein ingredient cues tell us it is not the familiar Dannon or Yoplait. Seeing other yogurt packages that look similar to eachother but different from mainstream yogurts grouped together on the shelf, work to create a pattern, “Hmmm, this is a newtype of yogurt…a Greek yogurt…I need to try it and learn more about it.”Next, the marketer must realize that their job is not done by being disruptive on the shelf. Shoppers buy PRODUCTSspontaneously, not brands; so it becomes the marketer’s job to turn that bundle of features into a brand in the consumer’smind. As people hopefully love this product they just bought for the first time, they become curious and want to learn more.Point users to your website, a branded community, your Facebook page, and Twitter profile, where people learn about thebrand and share experiences socially. This is how Chobani does it. No TV advertising, but as many fans and followers and moreconversations in social media than a brand ten times its size, Folgers.The venerable linear purchase funnel won’t be making a comeback anytime soon, and smartphones and tablets brought intothe store will only reinforce this new type of shopper behavior.When you market from the other end of the funnel, everything is flipped in what Procter and Gamble calls “store back”marketing. The brand narrative, brand values, social media engagement, even TV commercial impact come AFTER the purchase,Babelfish Articles Jan-Apr 2012 Page 12
  13. 13. so they solidify rather than precondition the brand-customer relationship. In this model, shopper marketing cues must bemastered as the main trial generator.5 Trends That Will Change CRMJanuary 30, 2012I was recently asked to join a group of experts to contribute thoughts on trends driving the evolution of CRM over the nextfive years. I must say, that it’s a group of individuals whom I not only respect, but also am lucky enough to know in the realworld.- Ray Wang, Principal Analyst & CEO at Constellation Research- Brent Leary, Owner at CRM Essentials- Esteban Kolsky, Principal & Founder at ThinkJar LLC- Denis Pombriant, CEO at Beagle Research Group, LLC- Paul Greenberg, Owner at The 56 Group, LLCSoftwareAdvice‘s Lauren Carlson led the discussion under the banner of CRM’s Next 5 in 5. I’ve included some of the highlightshere to give you a glimpse of what each expert is tracking. Of course, take a moment to read the full post for a deeperperspective…Ray Wang: In the next five years, we will see tremendous growth in context services and the data they provide. A key sourceof this context data will be from mobile devices. Context services are subscription services that help add context duringengagement. For example location, relationship, roles, business process, and other sensing technologies.Esteban Kolsky: We still don’t have the analytical tools to make sure we can deliver value in the instances described. Weneed to build the infrastructure to make sure there is value in the technology. Analytics and Cloud are leading the chargethere.Paul Greenberg: We’ll see more technologies like SAP HANA, Hadoop and other in-memory and distributed technologies deliverradically faster information processing capabilities. Real-time customer intelligence will become a reality. Technologiesaround unified communications will be not only hot, but game changers.Denis Pombriant: Virtual interaction increases the need for enhanced content management systems, as well as spur demandfor video production tools that lightly-trained people can use to create animations and conventional “talking head”broadcasts. We will also probably see CRM systems evolve to track these virtual interactions.Brent Leary: Near Field Communication and the impact it will have on person-to-person and machine-to-machine informationexchange will have a big impact on CRM in the not too distant future. I’d also throw in connecting the TV to the mix of screenscompanies will use to create better customer experiences When people are at home with access to a big screen, they willwant to leverage that for their interactions and rich content experiences. Companies that begin developing engagementstrategies with this in mind should be in line to see some competitive advantage in terms of customer engagement.While only some of thoughts made the cut, I didn’t want to lose the other ideas that were swirling in my mind as a result ofthis exercise. I needed a place where I could park the other important trends I’m following…1. In 2012 and continuing into 2013, I believe businesses will start to explore new dynamics of CRM beginning with theCustomer Influence Factor (I.F.). Services such as Klout, PeerIndex, and Kred are by default creating a social customer hierarchythat introduces influence beyond marketing, to now include service and sales professionals.2. The second trend is the development of CRM systems that integrate I.F. data into the mix. This will help the front lineprioritize engagement, personalize engagement, while providing a more comprehensive view of the social customer and theirneeds and expectations.3. Naturally this introduces complications and new parameters in how businesses engage and develop relationships withcustomers. This will by default necessitate the development of new rules of engagement and supporting metrics to convertleads, solve customer issues, and improve experiences.4. Next, we will see gamification extend beyond marketing to improve loyalty through integrated social rewards programs,social graph data, and a more community-focused effort on expanding the company’s reach through influence and advocacyprograms.5. Finally, the convergence of marketing, service, sales, and business intelligence will set the stage for businesses to build amore holistic front and experience through traditional web, social and mobile networks. Integration signals not onlytechnology frameworks and connected systems and processes for collaboration, but more importantly, a mission, purpose,and charter to meet and exceed customer needs and expectations.Where do you see CRM headed?Looking Beyond 2012: Trends for Leading TransformationJanuary 23, 2012 Brian Solis Part 16 in an ongoing series that serves as the prequel to my book, The End of Business as Usual…It’s a new year and a new set of predictions to set goals and expectations for 2012. I won’t bother you with the top 10emerging social networks or apps to focus time and resources. Nor will I gaze in the crystal ball to reveal the five secrets toviral marketing and user/customer acquisition. Instead of adding my forecasts to the endless sea of debatable prophesies, Ichose a more aspirational path.2012 is the year of transformation as digital Darwinism threatens rigid and traditional practices everywhere. Regardless ofindustry, digital Darwinism is a phenomenon when technology and society evolve faster than the ability to adapt.Indeed, this is a time when organizations will invest in change to better adapt to emerging market opportunities, to moresuccessfully engage with customers, employees and stakeholders, rethink systems and processes, and ultimately, revive theBabelfish Articles Jan-Apr 2012 Page 13
  14. 14. company’s vision, mission and purpose. The result is an adaptive culture that signals an end to business as usual. Withoutdoing so only expedites the inevitable journey towards irrelevance. For 2012 and beyond, the following trends serve asbeacons for not only survival, but leadership.Trends for TransformationLeadership: As technology continues to evolve & permeate work and life, behavior, expectations and communication evolve.Someone must look ahead, see where we need to go and lead the way to relevance. Leadership is something that must beearned. Without a top-down charter toward a direction everyone can march behind, leadership is relegated to operationalmanagement. In the age of empowerment, those who march blindly will follow a path not unlike what Steve Jobs envisionedin the infamous Apple Lemmings commercial.Vision: The stated outlook of organizational direction needs review. When’s the last time you read your company’s vision ormission statement? If you did read it recently, would you Tweet it proudly? In a time when brands are not created, butinstead co-created, if vision is unclear or underwhelming, alignment, community and camaraderie will prove elusive.Strategy: With new media and emerging technology creating a groundswell of customer empowerment, new strategies mustfocus on the alignment of objectives with meaningful experiences and outcomes. All too often, emerging technology isconfused with either disruptive technology, where is impacts how companies work or how customers behave, or that of yetanother channel or platform for traditional marketing or selling. Far too much emphasis, budget, and time is placed in newmedia channels without an understanding of why or what it is that customers expect or appreciate.Culture: This is a time of change, which requires coalescence and solidarity. We can’t change if the culture is rigid or riskaverse. We can’t innovate if those who experiment are not supported. Organizations need to focus on cultivating a culture ofadaptation rooted in customer- and employee-centricity and more importantly, empowerment. Culture is everything. It is andshould be intentional. It should be designed. Those companies that invest in the development of an adaptive culture willrealize improved relationships that contribute to competitive advantages.People: The 5th P of the marketing mix, “People,” will take center stage. Organizations that embrace the spirit ofintrepreneurialism will empower employees to experiment through failure and success to improve engagement and morale.And, by embracing customers, insights will inspire relevant products, services and processes.Innovation: The ability to recognize new opportunities is perhaps the greatest challenge rivaled only by the ability toexecute. Emerging and disruptive technology is now part of the business landscape and customer lifestyle. Innovation, trends,and hype is not going to stop. In fact, it will only amplify. The capacity to identify and consider new solutions and responsesis critical. It must be supported by innovative collaboration and decision-making processes and systems to assess and react.Innovation must be perpetual.Influence: Digital influence is becoming prominent in social networks, turning everyday consumers into new influentials. As aresult, a new customer hierarchy is developing forcing businesses to identify and engage to those who rank higher thanBabelfish Articles Jan-Apr 2012 Page 14
  15. 15. others. There is no future in any business model that is cemented in reactive engagement. Organizations should identify andengage all connected customers to extend reach outside of problems. Businesses must engage when touchpoints emerge,during decision-making cycles, when positive experiences are shared, or to proactively feed the results who search forinsight and direction. Contributing value to people and investing time and energy into networks of relevance will also earnany organization a position of equal or greater influence.Localization: For global organizations hoping to connect with customers around the world, localization & contextualizationare king in any engagement strategy. This is also true for any engagement strategy regardless of local. Many companies arejumping on every bandwagon imaginable, syndicating content, thinning resources, and investing no more in each network thanwhat’s necessary to maintain a pulse. Facebook, Twitter, Google+, Youtube, Foursquare, Instagram, Pinterest, Quora becomebroadcast channels for one-to-many strategies and programs that do very little for cultivating dedicated and engagedcommunities.Intelligence: One of the biggest trends in 2011 was the development of social media command centers. At the heart of thesesophisticated data gathering silos were conversations and tools that allowed community managers to listen, respond, andpromote engagement within the company. While social media is introducing the art & science of monitoring to marketing andservice teams it is the organizations that invest in technology, teams and processes that will translate activity intoactionable insights.Philanthropic Capitalism: Customers expect values to match their own core values. What used to be a necessary checklist ofcommunity focus, such as corporate social responsibility or CSR is now rebooted. Philanthropic capitalism is a business modelwhere companies contribute to worthwhile causes on behalf of customers as part of the transaction. Additionally, customersare expressing that they will also invest in companies where employees are “treated well,” pledging trust and loyalty as aresult. The empathetic business model on the horizon requires charitable and sustainable decisions as part of everydaybusiness where customers naturally become stakeholders.These pillars will serve as the foundation for an adaptable business model where opportunities are readily assessed andinnovation is regularly practiced. The reward is relevance, affinity and advocacy. As Leon C. Megginson once said inparaphrasing Charles Darwin’s Origin of the Species, “It is not the strongest of the species that survives, nor the mostintelligent that survives. It is the one that is most adaptable to change.”PC morning tablet at nightDuring the presentation to Brazil, comScore released a slide that has to do with a subject frequently talked about this weekin major media sites - the publication of State of the News Media 2012 on the use of various devices to consume news.With data collected in the American market (USA), the slide shows how people use various devices during the day. Morningand afternoon there is a trend towards the use of PCs, and in the evening - sitting on the couch, watching TV (the secondscreen?) - Increases the use of tablets.ComScore data confirm a Google search indicated that the same habit - tablets dominate the night.See also: No technology is useless until proven otherwiseBabelfish Articles Jan-Apr 2012 Page 15
  16. 16. Adobes Project Midas Expands Predictive Marketing Toolsby Laurie Sullivan, Wednesday, March 21, 2012 1:22 AMAdobe Systems will push deeper into online marketing, adding features in the Adobe Digital Marketing Suite that can predictconsumer behavioral patterns. Some of the capabilities come from its acquisition in January of Efficient Frontier, previouscode name Project Midas.Adobe, which captures more than 6 trillion transactions yearly for more than 5,000 digital customers, collectively representsmore than 27 petabytes of data. The company runs software-as-a-service (SaaS) offerings through 23,500 servers andnetworked devices in 19 data center co-location sites.Aseem Chandra, vice president of marketing for Adobes Digital Marketing Business, calls the new feature "predictivemarketing" to analyze events throughout the entire funnel to help marketers analyze the data to determine any concerns.Marketers can look at patterns -- with about 100,000 variables -- and estimate probability to address issues before theyarise. The feature goes into beta during the second half of 2012, and into production later this year.The statistical model analyzes past performance and forecasts probability. A predictive marketing dashboard allowsmarketers to change key metrics in various what-if scenarios to see how those changes will potentially impact businessoutcomes, such as orders and revenue.Testing the tool with one unnamed electronics manufacturer and retailer, Adobe gathered historical data from its Web siteand ecommerce store and built a model around that testing, claiming 98% or 99% accuracy. "We then used models to predictwhat the next few weeks would look like."Around Black Friday, when revenue should peak, it showed a shortfall against the electronics companys plan. That led thecompany to shift their ad spend, based on the anomaly, and come in at about 1% difference from their original revenue plan."If they hadnt made the shift immediately, they would have missed the opportunities during the biggest shopping day of theyear," Chandra said.Adobe will also release several other marketing tools, such as Adobe Social, for ad buying that combines social publishingwith monitoring and analytics. The tool builds on the social media management technology acquired earlier this year as partof Context Optional and Efficient Frontier.Read more: http://www.mediapost.com/publications/article/170565/adobes-project-midas-expands-predictive-marketing.html?print#ixzz1pnBNqNQpDigital Changing The Intersection Of Message, Brandingby Laurie Sullivan, Monday, March 19, 2012 3:50 PMSearch contributes 18% across all brand categories, and a brands Web site adds 16%. Companies want to get cozy withconsumers, but marketers need to pay closer attention to where they should have that conversation, according to a studyreleased Monday at OMMA Global in San Francisco.The Digital Platform Engagement Index looks at how digital changes branding for companies. It becomes less important toanalyze the audience demographics and learn more about how the 14 digital platforms intersect in their product and servicecategories.Findings suggest age is less important than knowing where consumers engage with the brand for specific information. Brandsneed to look at how consumers view the brand, according to Robert Passikoff, Brand Keys president.Some platforms attract a specific type of demographic or audience segment. Marketers that want to talk about family-friendly topics with consumers who spend a lot of time online might want to do it on social networks, he said.Brands can accomplish that, Brand Keys suggests, by overlaying information about digital platforms like blogs, social, searchand mobile marketing with four key drivers and their specific values, Passikoff said. "Its more important to find where specificmessages resonate across digital platforms," he said. "By knowing this you can use the category drivers and determine themessage."Its no longer a question of whether a brand should be on Facebook, but what message resonates best there.Social networks and blogs seem to have the greatest overall influence on consumers. Consumers who spend a lot of timeonline and want information on product safety, for example, will typically find and read it on a blog, rather than a messageabout product safety, strong relief, or whether the product is family-friendly. The general population might see it differently.Brands might find that the "doctor recommended" message makes a much smaller impact when disseminated on blogs,compared with talking about safety in another way.When it comes to search engine marketing, of the 83 categories included in the 2012 Brand Keys Customer LoyaltyEngagement Index, the categories exhibiting the greatest levels of brand engagement for the digital search include upscalehotels, office supply stores, flat screen TVs, discount retail stores, and athletic footwear.Read more: http://www.mediapost.com/publications/article/170518/digital-changing-the-intersection-of-message-bran.html?print#ixzz1pnBvnw1UFine-Tuning Your Segmentation Strategy: 5 Keys to SuccessAndrea Fishman | March 21, 2012Have you been noticing that no matter what you do, your conversion rates are starting to plateau? If you have already doneall the onsite fundamentals - testing creative, copy, and calls to action - maybe its time to shift your focus away from simplyincreasing site traffic and reconsider your segmentation strategy.Babelfish Articles Jan-Apr 2012 Page 16
  17. 17. For many marketers, setting a segmentation strategy becomes a one-time tactic, often done in line with a site redesign,technology change, or annual marketing campaign. This can be a big miss - especially as marketing tactics, targeting partners,and segment behavior can often change over time.If your traffic volumes are satisfactory relative to historic norms, consider that you may be getting the wrong type of traffic -or improperly classifying them. A few factors may be working against your targeting strategy: Disconnect between behavior and reality. Could it be that your own judgment or view of your organization is impactingthe construct of your segment? If you are in the mid-market, is your plan of converting luxury shoppers a brilliant idea toincrease marketshare, or is it time for a reality check? You may be spending high dollars driving volume of this premiumaudience, with little chance of recouping your media spend. Growth in bounce rates is often a leading indicator of this. Take amoment to ensure that your tactics are not all based on "reach goals" - but on demonstrated user trends. Are the calls to action too aggressive? Could you be forcing your visitors hand too early? While promotions, timesensitivity, and limited volumes may help convert a visitor nearing the end of the buying cycle (especially in the B2C space),strong-arming visitors may backfire. Consider testing offers with multiple tones and levels of urgency - you may find that thelighter touch may actually perform better. Getting too personal. Are you asking for too much upfront? Its possible that you may be overvaluing the demand foryour premium asset (i.e., white paper, video, webinar). If your form completion rate is low relative to other conversion points,consider asking for less data upfront. Many organizations are finding that for items with a longer sales cycle or multipletouchpoints, a "less is more" approach to form data is more successful. Prove the value of your content - and consider arepeat visit a better option to ask for that next set of data points. Partner problems. Are you relying too much on external data to identify and segment users? Are you over-reliant onyour partners to funnel visitors into the appropriate segment - without onsite validation? Consider that for many adnetworks, its takes ongoing updating of the profile to reach the right segment. Revisit your current segment definitions withyour media partners (both search and display) to ensure you are both in sync with not only the customer segments you aretargeting, but the behaviors you expect these visitors to exhibit. Compare onsite behavior across segments and you may findthat certain media providers or vendors are not as diligent in delivering high-quality traffic. It may take fine-tuning of siteexclusions, saturation points, and changes to your recency policy to ensure the right set of rules for each unique segment. Keep it simple. Are you overcomplicating the user experience - making it too difficult for users to complete their desiredtask? If youre seeing an increase in page views but decrease in conversion, you may not be having segmentation issues, butneed a rework of your user interface (UI). Alternatively, you may be misclassifying these users and creating additional workfor them to find the right product within your solution set. Whether its too hard to find the information, or you are drivingusers to the wrong solution, you have a problem. Consider simplifying the UI to make it easier to navigate - and considerdriving users to pages higher up in the site hierarchy.What Is Big Data?John DArcy | March 21,2012 will be the year of the election you couldnt win without "Big Data." It will be the year when big data could help youincrease your margin by 60 percent. Big data also means I could track everything my customers do and store it forever. Bigdata sounds brilliant doesnt it? But admit it; we still dont really know what it practically means for most of us.When I first heard the phrase "Big Data" a year ago I didnt think, "Hey, that sounds cool." I actually cynically thought, "Here wego again. The big technology companies have thought up a new tag line that will hook us all into thinking we need to replaceall our old systems with new, faster, expensive servers." I worried that the analytics industry was about to go down anothercycle of technology-led implementations rather than thinking about how to use data we already have in an imaginative,insightful way. But theres still time for us to grab the phrase and define what it should mean. Here are some thoughts:Is big data about getting a huge new server to process billions of records and petabytes of data?No. A great thing about the discussion about the phrase "Big Data" is that it gets people talking about the huge increases incomputer processing power. But how about that focus being on the laptop on which you are reading this column rather than afocus on some server sitting in the basement and only the grumpy IT team knows how to use? Most laptops are powerfulenough to process millions of records of data, thereby freeing analysts from the constraints of needing major databasesystems to analyze customer behaviors. This democratization of data should mean more individuals in your company can minethe data you already own. Invest in an analytical tool like SAS or SPSS or even good old Excel, get a data extract on yourlaptop, and start mining.Does big data mean I can collect every bit of information about my customers? Storage isnt expensive and I can use the cloudto keep all my data.No. The problem with this laissez-faire attitude about your data is you can fall down the trap of having the analytics teamdriven by long-term development projects rather than focusing on the here and now. If you are storing everything, you arenot placing value on key customer data that can give you the edge over your competitor. It stops you thinking. It moves theweight of your job to data collection and technology rather than asking questions about data that already exists. Whats thekiller stat you need to put in front of your CEO so he remembers your name? Take a step back and think about what you needto calculate that. Thats the data you should be collecting and more of it - not everything else.Is big data about investment in infrastructure?Well if it is, let that investment be in people and process, not technology. Let it be about an analyst investing thinking timeand the development of their data mining skills to find value in data already available to them. Web analytics is stilldominated by technology people who can write brilliant tagging code but think division is the summit of all mathematicalBabelfish Articles Jan-Apr 2012 Page 17
  18. 18. achievement. If we are going to make use of data, there must be an investment in more data scientists and statisticians tolead the web analytics industry.Within two years, well look back and be able to say what big data came to mean. Lets hope that most of us are thinking thatthis was the year we were released from the constraints of not being able to access and analyze our data rather thanthinking big data was the latest in a series of technology fads that we blew our operations budget on.Group M, Nielsen Partner For TV, Internet Metricsby Wayne Friedman, Monday, March 19, 2012 10:37 AMGroupM and Nielsen say they will develop the long-sought-after holy grail of combining traditional TV and online metrics forindividual media campaigns.The new service, called Nielsen Cross-Platform Campaign Ratings, builds on leverage for Nielsens existing Online CampaignRatings. It will provide reach and frequency of marketing campaigns that run on both TV and online -- as well as showingoverlapping reach and frequency of their marketing campaigns.GroupM, the WPP media management arm and Nielsen will each contribute resources and expertise to create Cross-PlatformCampaign Ratings and make it available to GroupM clients.Nielsen Online Campaign Ratings also offers reach, frequency and GRP measures for Internet advertising.All this comes as TV programmers have been working on TV Everywhere efforts, which make programming available tosubscribers both on TV and online.“Our advertiser clients increasingly recognize that traditional television advertising and online video advertising must worktogether,” stated Rino Scanzoni, GroupM’s chief investment officer. “It’s vital that we have consistent measurement, and that’sour goal in working with Nielsen.”Cross-platform metrics are essential to both buyers and sellers of advertising,” added Steve Hasker, president of MediaProducts and Advertiser Solutions for Nielsen. "Through working closely with GroupM and others in the industry we believe wecan help create best practices that will benefit the entire ecosystem.”Read more: http://www.mediapost.com/publications/article/170455/group-m-nielsen-partner-for-tv-internet-metrics.html?print#ixzz1pf9OopgAWhy Agencies Are Better Off Staying Out of the Tech BusinessChoosing Winners, Not Owning the Players, Is How Agencies Should Work With TechBy: Scott Ferber Published: March 20, 2012Its no secret that media agencies have come under increasing financial pressure over the past decade. Agency margins seemto be ever-shrinking, while clients simultaneously demand more in terms of technological solutions and service in thisincreasingly digital marketplace. Meanwhile, agencies were annoyed to see their digital ad network counterparts generatedouble-digit commissions while aggregating media, traditionally the turf of media agencies.Many of them were even inspired to grab some of what the networks had—technology. And for a time, certain agencies triedto take the digital display technology in-house, building proprietary platforms. In most cases, this effort has not met withgreat success. Despite that, the same drumbeat is being sounded by some shops to replicate the effort in digital video, aneven steeper mountain to climb, considering video is faster-moving and more technologically complex than display. Astempting as it might be, agencies should pause and reflect for several reasons before becoming tech vendors:Agencies are in the unique position of being charged with scouring the market for the latest and greatest among all techproviders. They can work with as many different kinds of tech companies possible to find the best solutions for their clients.By investing in and developing in-house technology, agencies lose the ability to work with the best-in-breed in the multipledisciplines required to service a brand marketer in the digital age.The tech industry is moving too fast to try to predict the next best thing and agencies shouldnt try. One only need to see themeteoric rise of the iPhone and the Android and how they usurped the smart-phone marketplace from the Blackberry. Thissame dynamic exists in ad tech. Proprietary technology requires a large upfront investment, and as an agency, the quicksilverpace of technological innovation presents too great a risk.Proprietary technology takes many years to develop, and offers no clear return date—a scenario that most agencies are notset up to support financially. While major holding companies certainly have access to funding, the individual media agenciesoperate under a client-driven business model that would not accommodate the onerous overhead that goes hand-in-handwith technology investment and development.Developing technology is not inherent to an agencys DNA. It requires different staffing and different in-house skills thatcould instead be devoted to what an agency does so well—developing insightful media strategies to fulfill brand objectivesthat utilize technology, rather than build it.This is not to say that agencies shouldnt become tech experts. Absolutely, they should.But rather than disrupting the agency model, 3rd-party ad tech leveraged properly gives agencies the power to go farbeyond media aggregation. Merging the combined power of client information, goals and data, agencies become mediaallocators. In other words, technology allows them to pull together the disparate sources of intelligence and function acrosstheir entire agency to make the smartest, most efficient media allocation decisions for their clients. This approach rewardsthe agency for its expertise and investments in service, secures its importance within the value chain, and most importantly,allows them to provide greater results for their clients.ABOUT THE AUTHOR Scott Ferber is chairman and CEO, Videology.Babelfish Articles Jan-Apr 2012 Page 18
  19. 19. Marketing is the next big money sector in technologyBy Ajay Agarwal, Bain Capital Ventures Mar. 17, 2012, 9:00am PTBy 2017, a CMO will spend more on IT than the CIO.” —Gartner GroupFor the first time in history, businesses can leverage big data for the benefit of driving marketing insights. We are at the verybeginning of this wave, but this fundamental shift will create several multi-billion dollar winners. And a set of technologycompanies will emerge as the marketing equivalents of Salesforce and SAP.Based on this thesis, my partner Scott Friend (founder of Profitlogic) and I have been actively investing in this arena on behalfof our firm, Bain Capital Ventures. BloomReach, CQuotient, HookLogic and TellApart are among our recent early-stageinvestments in this new category of marketing innovation.At the heart of each of these companies are CTOs and engineers who have experience with big data and modern techniquesfor data mining, analytics and machine learning. These companies typically charge on a performance basis as opposed tocharging traditional enterprise software license fees. And they are having a significant impact on their customer’s revenuesand profitability.Why has it taken so long to get here? Enterprise software began in the back officeThe world of enterprise application technology has gone through a number of iterations and evolutions over the past 30years. In the late ’70s and ’80s, enterprise software consisted of mainframe and minicomputer solutions designed to handlevarious back-office functions: finance, HR and manufacturing. Over time, the winners in each of these functional applicationsareas — SAP (manufacturing), Oracle (financials), PeopleSoft (HR) — began expanding into the adjacent categories, spawningthe ERP wave (enterprise resource planning). In the ’90s, these companies became behemoths, thanks to a concurrence offactors — the movement to client server infrastructure, the trendiness of corporate “reengineering,” the urgency around Y2Kand the growth of the large system integrators.The focus on the front officeAs of 1995, the majority of enterprise software dollars were focused on back-office functions while the sales and marketingfunctions were largely ignored or served by smaller point-solution vendors. This opportunity led to the creation of severalcompanies, including Siebeland Trilogy (the company I was with for eight years). Siebel became a very large and successfulorganization and was ultimately purchased by Oracle for $5 billion (its market cap at one point was over $60 billion). Morerecently, Salesforce has leapfrogged Siebel with its SaaS approach. With a market capitalization of $17 billion, it has becomethe new industry heavyweight.Despite the last 15 years of automation of sales functions, marketing functions have been underserved and underpenetratedin terms of enterprise software. While the other corporate functions have all created multibillion-dollar software companies,the marketing function has only had one exit north of one billion (Omniture). (See exhibit below.)[Note: Oracle value represents an estimate of only the value of their financial software application business. SAP representsan estimate of the value of only their manufacturing suite. Siebel, Peoplesoft and Taleo values are based on the prices atwhich those businesses were sold to Oracle. SuccessFactors value is based on its sale price to SAP. Baan’s value is their peakmarket cap. Omniture’s value is based on its sale price to Adobe. Intuit, Netsuite and Salesforce.com values are based on itpublic market values as of 2/27/12. Disclosure: Bain Capital Ventures was an early investor in Taleo.]Data versus processBabelfish Articles Jan-Apr 2012 Page 19
  20. 20. Historically, the challenge with marketing automation is that it has always been about “process,” not about “data.” Back in the’90s, marketing apps were tools used to manage campaigns. More recent categories, such as email marketing or marketingautomation, are focused on process automation — how to take a set of manual tasks and streamline them, track them orautomate them.However, marketing-focused software solutions have never been about strategic data. Unlike financial software, whichserves as the system of record for the general ledger; or manufacturing resource planning software, which “owns” the bill ofmaterials; or sales-force automation, which is the system of record for the pipeline and the funnel, there is no equivalent formarketing. Until recently, it has been difficult or impossible to collect structured data on marketing prospects who were notcustomers — that is, folks who had not yet decided to buy and were still somewhere upstream in the purchase funnel. Absentthis data, the best marketing technology could do was improve the process of decision making as opposed to delivering realinsights.The web changes everythingAs more and more businesses across all sectors of the economy move to the web, this kind of data — and a massive amountof it — is finally available. A web business can mine thousands of signals from its prospects based on the hundreds of actions a consumer mightmake on a website (checking a price, looking at an image, reading a review, typing in a detailed search query, etc.). The holy grail of closed loop marketing is finally here. With sophisticated technology and analytics, marketers can linkspending on customer acquisition directly to a set of downstream customer actions — whether those actions take place onthe web, on a mobile device or in a physical location. Consumers with smartphones are conveying their intent while scanning QR codes, downloading mobile coupons or simplywalking into a store with their location-aware device. Social networks are providing a new source of demographic data that, combined with Facebook’s Open Graph, offermarketers a new treasure trove of information.I am excited about this next wave in enterprise technology. Marketing will finally emerge from the backwater and will giverise to several multi-billion dollar companies.Ajay Agarwal is a managing director at Bain Capital Ventures’ Palo Alto office, where he focuses on early-stage technologyinvesting. Prior to joining Bain, Agarwal ran sales and marketing at Trilogy.Marketers Struggle to Link Digital Data to ‘Big Data’ PictureMARCH 19, 2012Lack of digital insight and internal data-sharing challenge companiesMarketers are abuzz over “Big Data” for its promise to deliver a more complete understanding of each customer, who can thenbe targeted with advertising tailored exactly to the individual.But according to February 2012 research from Columbia Business School’s Center on Global Brand Leadership and the New YorkAmerican Marketing Association (NYAMA), organizational hurdles and barriers to data implementation were some of thebiggest challenges to Big Data integration.More than half (51%) of US marketers said their biggest “Big Data” challenge was the lack of sharing of data among companydepartments. In addition, despite the large quantity of data that marketers may acquire, 42% of respondents said it was stilltoo difficult to tie that data back to individual customers, and 45% said personalizing marketing communications—closelyrelated to linking data to customers—was a major challenge.A good portion (39%) of marketers also reported difficulty collecting customer data fast enough—a mandatory requirementfor brands hoping to achieve immediate message personalization. Similarly, September 2011 findings from web datamonitoring firm Connotate stressed the importance of real-time data collection: 83% of US data-aggregation managers saidtimeliness and freshness of the marketing message were important web data characteristics.Connotate found about a third (31%) of companies aimed to be able to collect customer data on a daily basis, and 12%expected to do so on an hourly basis. About a quarter (24%) said they would be satisfied with weekly data collection.Columbia Business School and NYAMA also found the most popular data types collected by US marketers were demographicinfo (74%), customer transaction data (64%) and customer usage data (60%). Though digital channels are typically more robustsources of data, just 35% of marketers monitored social media content, 33% social network influencers and 19% customermobile data. Difficulties implementing digital tracking or challenges tying digital data back to traditional ad channels couldbe causes of lower data collection activity.Without the ability to integrate Big Data collection and usage processes, companies are certain to fall short in delivering atruly personalized customer experience integrated across ad formats and channels. Such a mandate is of significantimportance as consumers increasingly interact with brands across multiple channels and screens. Those who succeed first inusing Big Data will have an edge over brands and marketers who are unable to tie information to action.Guy Kawasaki On The Wonders Of Google+by Derek Gordon, Monday, March 19, 2012When I was at SXSWi, I got to see Guy Kawasaki interview Google’s Vic Gundotra, who’s responsible for Google+ -- Google’scomprehensive new social layer that integrates all of Google’s disparate services. Kawasaki, who helped bring the Macintoshcomputer to market when he worked at (as it was called then) Apple Computer, said Google+ is as much of a game change asthe first Mac was back in the day.Babelfish Articles Jan-Apr 2012 Page 20

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