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Babelfish: Articles May2012 April2013 15-5-13


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Articles that I have collected over the last year. Index divides the articles by topic. A lot of info, but worth a least the index. I hope it is as much use to you as it was to me. Cheers, …

Articles that I have collected over the last year. Index divides the articles by topic. A lot of info, but worth a least the index. I hope it is as much use to you as it was to me. Cheers, BC

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  • 1. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 1ArticlesMay 2012 - April 2013Brian
  • 2. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 2SummaryAnalytics Not All DMPs are Created Equal: What Every Smart Marketer Should Know 20Analytics Excerpted from Analytics: A Revolution That Will Transform How We Live, Work, andThink by Viktor Mayer-Schönberger, Kenneth Cukier.31Analytics Interesting Ways Businesses Use Analytics to Improve Personalization 35Analytics The Ads That Know Too Much 49Analytics Increase Analytics Opportunities and Minimize Obstacles 53Analytics CMO COUNCIL FINDS Analytics CRITICAL TO CUSTOMER-CENTRIC CULTURES 53Analytics Analytics analysis allows businesses and governments to mine your personal details 57Analytics How Analytics and Analytics Are Transforming In-Store Experience for Retailers 63Analytics Data Is The Way To Go -- Except When Its Not 81Analytics Madison Avenue’s Odd Couple: Data And Creative Making Beautiful Ads Together 84Analytics Analytics, Big Ads, Big Results: Pulling Data Science into A Premium Exchange 86Analytics The Opportunity Cost of Targeting to Death: Part I of IV - Steve Bookbinder- Digital MediaTraining89Analytics Facebook to Partner With Acxiom, Epsilon to Match Store Purchases With User Profiles 121Analytics Analytics Wont Fix Bad Planning 134Analytics Analytics Goes to Washington -- And Spends Lots of Money 150Analytics Veteran Firm Acxiom Eyes Data-Hungry Advertiser Market 154Analytics Use Analytics to Engage Consumers, Not Just Monitor Digital Costs 155Analytics Analytics Is Enabling Marketers to Do More With Less 170Analytics Data is not always a substitute for strategy 174Analytics Big Brands on Analytics: Bigger Marketing Is Not Better 215Analytics Facebook Inks Deal With Acxiom, Epsilon, and Others to Show Ads Based On ShoppingHabits- Acxiom, Epsilon, Datalogix, BlueKai Announced As Partners253Analytics Facebook to Partner With Acxiom, Epsilon to Match Store Purchases With User ProfilesCan Facebook Ads Drive Offline Buying?258Analytics Big-Data Storytelling: The Agencys Role In Moneyball Era Of Marketing 291Analytics Rentrak Teams With dunnhumby, Revs Up 12% 293Analytics Who Will Win In Emerging Big-Data World? 304Analytics Unlocking marketings dark data: The Year of Analytics 309Analytics How Data and Micro-Targeting Won the 2012 Election for Obama 319Analytics The Dawn of Convergence Analytics 373Analytics BlueKai: Not Just a Data Warehouse Anymore Ad tech firm expands its offerings 396Analytics Gas Pump Videos Integrate Real-Time Ad Targeting 398Analytics Publicis, IBM Expand eCommerce Partnership 402Analytics The Good, Bad, and Ugly of Online Campaign Ratings and eGRPs 405Analytics Mental Models For UX, Search And Conversion 411Analytics 40% of Brands Using DMPs But Emphasize Internal Data 418Analytics Focus on Outcomes, Not Organization 421Analytics The Massive Scale Of Amazons Distribution Operations, Revealed Through StartlingImages436Analytics ComScore Debuts Cross-Platform Reporting System 441Analytics How Prediction Learning Curves Can Improve Digital Ad Effectiveness 442Analytics Email Marketing Is No Stranger to Analytics 447Analytics AudienceScience Rejiggers Business Model, Closes Ad Network Biz 457Analytics Adometry and LiveRamp Meld to Offer Offline-Online Data 475Analytics 10 comments on "Multitasking Media Impacts TVs Dominance". 485Analytics Some Sites Reserve Right To Share Personal Data 490Analytics The Analytics Fallacy And Why We Need To Collect Even Bigger Data 498Analytics Report Finds Data On Online Ad Viewability Is, Ironically, Less Viewable 516
  • 3. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 3Analytics Inside the Secret World of the Data Crunchers Who Helped Obama Win 527Analytics Data Reveals Influence Of Enthusiast Communities On Purchases 543Analytics Data Key To Yahoo Japan, BrightTag Deal 544Analytics Multi-Channel Marketing Drives Custom Analytics Deployments 546Analytics Facebook Stole Your Fans - and Wants a Ransom to Get Them Back 547Analytics The 2nd Rule of Ad Exchanges 548Analytics Analytics Creates Jobs 562Analytics Analytics Will Transform Financial Industry, Warns TomorrowToday 562Analytics WPPs Spafax Teams With Nielsen To Develop Digital OOH Index, Calls It A Vital Next StepToward Exchange Model566Analytics The Remarkable Rise Of Retargeting 576Analytics Nielsen Chief: GroupM Pushing XCR As Cross-Platform Ratings Standard, Asserts Its A FaitAccompli578Analytics "CREATE EARLY WARNING SYSTEMS TO DETECT COMPETITIVE THREATS" 582Analytics Analytics Technology Drives Online Marketing With Offline Data 582Analytics Analytics and the Marketing Organization 583Analytics Twitter Partners With Nielsen for Brand Campaign Surveys 590Analytics The Disintermediation Of Everything 591Analytics Modeling Behavior To Target Smarter 592Analytics The Four Data Waves And How They Help Us Meet Marketing Goals 597Analytics The Knowledge Revolution Is Not About Analytics, Its About Well-Connected Little Data 599Analytics MasterCard Deal Gives Brands Peek Into Consumers Offline Spending 605Analytics Google Launches Remarketing in Search in Beta 606Analytics RTB Is Growing Up 607Analytics A Decade With The Database Of Intentions 608Analytics Heres The Exact Reason Apple No Longer Has Google-Based Maps On The iPhone 610Analytics IDG TechNetworks Builds Marketing Platform From Analytics 613Analytics Nielsen Cuts 500,000 U.S. TV Homes on Census, Web Viewing 614Analytics Is the Future of Digital Ad Buys in Cost-per-Engagement? 618Analytics Retargeting For Retailers 625Analytics Analyticss Management Revolution 633Analytics Media Buying: TV Shows Now Assigned Brand Value 641Analytics 4 Steps to ‘Close the Loop’ 647Analytics Criteo and Rocket Fuel Join Expanding Facebook Exchange 649Analytics Ad Firm Touts Results On Facebook Exchange 650Analytics Web Analytics Maturity: 3 Signs on the Road to Success 657Analytics Content Marketing Personas 658Analytics Multivariate Testing: Do We Need A Chief Measurement Officer? 661Analytics New Facebook, Twitter Ad Targeting Options Offer Opportunities & Challenges 664Analytics Failure to Beat Nielsen Led Google to Pull Plug on TV Ads 666Analytics Wolfram Alpha: The Facebook app that knows you better than you do 668Analytics RTB Ad Market Soars In Q1, Marketers Rush To Mobile, Avoid Social Inventory 668Analytics How Do You Measure Returns on Investment in Ad Tech? 676Analytics We Cant Be Obsessed With Clicks and Ignore More Nuanced Data 676Analytics In Search Of Analytics Through Mobile Apps 683Analytics AMD Exec: Data Explosion In Surround Computing 685Analytics Recommended Brand Videos Drive 4 To 6 Times Brand Lift 685Analytics Why Too Much Data Disables Your Decision Making 690Analytics The Seduction of Data 691Analytics Marketers Struggle to Link Digital Data to ‘Analytics’ Picture 695Analytics Cookie Deletion and Upper-Funnel Targeting 696
  • 4. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 4Analytics A Scientific Geniuss Definition of Insane Marketing 702Analytics Apple Is Talking To Cable Companies About A Deal That Could Change TV Forever 705Analytics Connect the Dots: Goals to Metrics to Compensation 708Analytics Whats the Big Deal With Analytics? 713Analytics Google+ Adds Custom URLs for Brands 714Analytics Marketers Obsession With Audience Data Could Teach Media a Thing or Two 714Analytics Facebook Moves Away From Dumb Broadcasting Tool to Marketing Database 715Analytics Page Post Targeting Will Require a Radical Re-Thinking of the Approach to Content 715Analytics Retargeting: 3 Ways to Avoid Frustrating Your Potential Customers 716Analytics How To Sensibly Measure The Impact Of Sports Marketing Activation 721Analytics Travel Research Trumps Bookings On Smartphones 722Analytics Web Ads Target Based On What You Watched On TV 727Analytics TiVo-Datalogix Partnership Lets Advertisers Target People Online Based on What TheyveWatched On Television727Analytics Cross-Industry Standard Process for Data Mining 727Analytics The Art of the Infographic 729Analytics Accurately Evaluate the Performance of Your Marketing Efforts 733Analytics The Social Integration Is On (and Intelligence Follows) 734Analytics Bigger Video Player, Better Ad Performance 735Analytics Much is made of what the likes of Facebook, Google and Apple know about users. Truthis, Amazon may know more. And the massive retailer proves it every day.739Analytics Facebook to Launch Real-Time Bidding for Marketplace Ads 743Analytics Using Data to Drive Interactive Experiences 749Analytics How to Measure Social Media - and Show Results to the C-Suite 758Analytics The Data Olympics 761Analytics When in doubt, when your marketing isnt working, the answer is easy: go one circle in. 764Analytics Stop Letting Sales Get All the Credit! 774Analytics Connect Analytics With Customer Behavior to Improve Social, Email, and Web ROI 775Analytics TV Everywhere - A Broader Definition 776Analytics Congress Concerned About Hidden Dossiers By Data Brokers 777Analytics Consumer Data, but Not for Consumers 777Analytics Ad Industry Needs Fewer Impressions 779Analytics Nielsen Moves From Measuring Effects To Affecting Them: Wants To Change The WayBrands Advertise790Analytics CEOs Want More ROI, How About Look In The Mirror 792Analytics 73% of CEOs Think Marketers Lack Business Credibility: They Cant Prove They GenerateBusiness Growth792Analytics 80% of CEOs Do Not Really Trust Marketers (Except If They Are "ROI Marketers") 793Analytics 3 Tactics for Demographic Targeting on the Google Display Network 798Analytics The Interest Graph Vs. The Knowledge Graph 802Analytics The Must-Have Analytics Tools 805Analytics Digital Targeting Needs Discussion, Not Debacle 806Analytics Online Video CPG Campaign Boosts TV Buy By 10% 807Analytics Shopping for roi: cpg advertisers finding big return with video 807Analytics Video Ads Score With Large Player Environments 813Analytics Demystifying Attribution: What’s The Best Approach? 815Analytics Who Ate My Cookies? “Do Not Track” Legislation Will Hit Mid-Market Hardest 816Analytics How to Combine Personas With Automation and Get Closer to Customers 820Analytics Users Emerge As Distinct Category of Shoppers 821Analytics Top 3 Reasons Why You Need Tag Management Right Now 824Analytics CPG Shopper Based Analytics Delivers Nearly Triple Ad Investment 826Analytics How to measure ROI of online video 826
  • 5. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 5Analytics EXelate Launches Custom Audience Modeling Tool For Long-Term Brand Affinity 830Analytics Adiant’s Premium-Only Network Adblade Launches Retargeting Feature 831Analytics Publicidade em tempo real começa a chegar ao Brasil 833Analytics Facebook To Roll Out Real-Time Exchange 835Analytics Analytics Means Big Opportunity 838Analytics Optimizing Retargeting for Lift Instead of Shift 841Analytics Add a Little Chaos to Your Data 842Analytics 10 Reasons Your Media Plan Needs to Include More Than Just Ad Networks 843Analytics DoubleClick Reaches For Total Online Advertising Funnel 846Analytics Too Much Data Means Too Much Data 850Analytics 4 Ways to Humanize a Retargeting Campaign 852Analytics Digital Marketing Attribution: Tapping the Data Disruption 852Analytics 6 Tips for Using Propensity Models to Improve Response and Revenue 853Analytics Where am I? › Home › Column › Marketing › Marketing Automation 854Analytics TV Everywhere: Almost Everywhere, But Not Yet For Consumers 857Analytics TV Everywhere Apps Score Better On iPads Vs. Multichannel Distributors 858Analytics EU Cookie Law Could Be the Death of Digital 859Analytics CPG Study: Online Ad Campaigns Using Purchaser Data Nearly Triples ROI 863Analytics Yahoo Builds Browsers For Mobile, Desktop, Connects Ad Targeting Cross-Platform 865Analytics 3 Ways to Know When You Are Data Obese 865Analytics The Marriage Between Customer Data, Media Planning, and Media Buying 866Analytics In Push Toward Viewable Ad Impressions, Industry Has New Tool To Measure Them 867Analytics MEC Debuts Analytics Tool To Optimize Media Sales 869Analytics Mobile Ad Nets Challenged On Delivery, Targeting 869Analytics Ten Principles Of Analytics 871Analytics Web Watchers Ditch Video Ads 873Analytics The 6 Biggest Potholes of Marketing Automation 874Analytics Toning Your Marketing Automation Core 875Analytics Will Facebook Ads Follow Users Around The Web? 882Analytics Online Video Inching Closer to TV Metrics & GRPs 883Analytics Marketers Still Baffled, Suspicious of Agency Trading Desks 885Analytics Analytics Requires Complex Analysis, But Dont Be Scared Off 886Analytics Too Much Data Means Too Much Data 888Analytics Funnel Automation: Customer Conversion at Warp Speed 891Analytics What Do We Really Mean When We Say We Will Not Track Online? 893Analytics Attribution: IgnitionOne Gives Marketers Another View 895Analytics Should All Ad Impressions on Mobile Devices Really Count as ‘Mobile?’ 897Analytics Attribution Defined: What Every Marketer Needs To Know Now 899Analytics TV Universe Continues To Contract, Nielsen Attributes Declines To Census, TechnologyToo900Analytics Why digital GRPs are inevitable 901Analytics Analytics Is Never Too Big When You Can Act On It 905Analytics Behavioral Segmentation: How to Make the Most of Your Data 906Analytics Dashboards, Infographics, and Visualizations - Best Practices 908Analytics Why clicks are the wrong metric 910Analytics Half of Online Video Viewers Say There Are Too Many Ads 920Analytics Time to Stop Talking About Scale And Start Targeting 921Analytics Online Ad Effectiveness Research: Immediate Effect Measurement 923Analytics Click-Through Rates May Matter Even Less Than We Already Thought 929Analytics Google Proposes New Metrics for Online Advertising 932Analytics GRPs to online advertising as well. 932
  • 6. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 6Analytics Funnel Automation: Customer Conversion at Warp Speed 933Analytics Key To Web Advertisings Future: Comparability To TV Ads 935Analytics Googles Brand Initiatives Bring Offline Metrics To Online Ads 939Analytics Why “Do Not Track” Probably Won’t Kill The Online Ad Industry 940Analytics Adometry Incorporates Impact Of Print, TV, Weather And More Into Attribution Services 941Analytics More than 25% of Video Viewing is Off the TV; Ad Predictions for 2012 942Analytics TV Everywhere Brings Networks Huge Opportunity With No Ad Skipping 945Analytics AOL Uses Nielsen Ratings, Peels Ad Dollars From TV 945Analytics Can comScore Knock Nielsen off Its Perch? 946Brazil Classe C cresce mais no interior que nas capitais 18Brazil Pesquisa revela perfis dos brasileiros nas redes sociais 94Brazil What Brazilians Will Buy in 2013 116Brazil A comScore Lança o Relatório ‘2013 Brazil Digital Future in Focus’ 118Brazil Brazil Now Among the Top 10 Online Video Markets in the World 133Brazil Pesquisa revela perfis dos brasileiros nas redes sociais 147Brazil comScore Releases ‘2013 Brazil Digital Future in Focus’ Report 212Brazil Latin America’s Media Landscape 2015-2017 265Brazil Brazil: Confronting the Productivity Challenge 276Brazil Martin Sorrell, CEO of WPP, the Adnews reveals his plans for Brazil 536Brazil The Top 10 Trends in Brazilian Marketing and Media 710Brazil Reaching Brazil’s Exploding Mobile Market 711Content Retail executive lays out the future of content curation. 24Content Content Marketing: Its Not About Shock, but Good Storytelling 68Content The 3 Cs of Content Marketing 92Content Solving the Content Creation Conundrum 104Content Investor Focus Shifts to Content and Context 105Content 5 Content Marketing Trends for 2013 You Havent Heard Yet 137Content Why Analytics Isnt the End-All for Content Marketing 178Content Content Curation On Pinterest: How Brands Can Track ROI With Pinfluencer 184Content How to Create Your Content Marketing Game Plan 192Content Brand gTLD Strategies: Evolution of TV and Internet Content Distribution 238Content Coke tops creativity charts 263Content ABC, NBC and IFC Push Boundaries of In-Show Brand Integration 294Content In the World of Branded Content, Original Always Wins 333Content Connecting With Customers While Managing Branded Content and Channels 339Content Is Content Marketing the Future? Lessons for the Digital Engagement Path 350Infrastructure Google Fiber’s Ripple Effect 18Infrastructure What Happened When One Man Pinged the Whole Internet 22Mobile Coke Runs First All-Digital Effort, Focusing on Teens and Mobile Beverage giant debutsmulti-year initiative29Mobile BII REPORT: Why Mobile Video Is Set To Explode 45Mobile Men lead the way in mobile shopping 50Mobile Mobile Ad Networks Begin Taking a Back Seat to Publishers 52Mobile No Time to Waste: 6 Mobile Musts 69Mobile The M-Election: Mobility Enhances Donations And Citizen Scrutiny 93Mobile Mobile em 2013 122Mobile Brasil: País das redes sociais no celular 124Mobile Automakers embrace apps 183Mobile Brace Yourself, New Mobile Is Coming 191Mobile Mobile Payments Replacement for Small Change? 232Mobile Advanced Search: Women More Active In-Store Mobile Shoppers 250
  • 7. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 7Mobile Who Will Win As Mobile Payments Go Mainstream? 263Mobile Mobile users cannot leave their phone alone for six minutes, check it 150 times a day 295Mobile Mobile Payments: The How vs. the Who 297Mobile Coca-Cola Sees Expansion In Mobile Future 340Mobile Your Guide to Surviving Life in the Appmosphere 347Mobile Is 2013 the Year of Mobile Video? 352Mobile Are Men The M-Commerce Sweet Spot? 353Mobile Facebook Upgrades Nearby Feature In Mobile 362Mobile BII REPORT: The State of Mobile Video 371Mobile Why Mobile Commerce Is Set To Explode 453Mobile Mobile device PawsyWalsy gets a big paws up from home alone dogs 512Mobile Mobile Shopping On Rise For Holidays 541Mobile BII REPORT: The Mobile Advertising Ecosystem Explained 560Mobile Big brands develop approach to mobile 572Mobile Bankers Chase Mobile In Latin America 627Mobile Brush Up On Your Smartphone Market 665Mobile Report: One-Third Of U.S. Moms Own Connected Devices, 97% Of iPad Moms ShoppedFrom Their Tablet Last Month682Mobile Most Common Place To Go Mobile: In Bed 724Mobile Facebook Says Its Mobile Problem Isnt a Problem 742Mobile Mobile Shopping Is Not Mobile Buying, And It Is Not Just About Being In-Store 878Mobile Mobile Video on Pace to Surpass Web Video in 2012 917Mobile Tablet Users Watch More TV, Viewing Drops On Laptops 946Optimisation Havas Media and DG Form Strategic Partnership for Digital and TV CampaignOptimization19Optimisation Despite Reservations, Programmatic Buying Gains Steam 34Optimisation Programmatic ad drive works for Ford 39Optimisation Starcom MediaVest, Twitter Reach Upfront TV Data Deal 41Optimisation Jeff Bezos Secrets to High Conversion Rates 41Optimisation Video on demand complements TV 51Optimisation Online Video: Too Popular for RTBs Own Good? 65Optimisation Online Video Targeting -- By Device And Audience -- On Rise 66Optimisation Cross-Platform Content Requires Cross-Platform Understanding 67Optimisation How To Handle Marketings New Video Challenge 82Optimisation Solving the Analytical Problem of Marketing Attribution 135Optimisation 4 Paths to Minimize Showrooming, Maximize Sales 138Optimisation Programatic Buying 140Optimisation Arbitron Begins Cross-Platform Work For ESPN 150Optimisation Six Ways To Understand Programmatic Markets 181Optimisation The war between programmatic buying and creativity 188Optimisation Brands build digital ad tools 207Optimisation Slow Economic Growth WIll Pressure Advertisers To Maximize ROI 267Optimisation Predictive analytics: The next big thing (and challenge) for b2b marketers 307Optimisation Real time bidding: Programming the ad-buying future 312Optimisation Execs Favor Brand-Specific Ratings, But C3 Remains 320Optimisation 10 Reasons Your Media Plan Needs to Include More Than Just Ad Networks 351Optimisation Facebook Readying Autoplay Video Ads 356Optimisation Facebook Prepares to Bring Video Ads to News Feed, Aims for TV Dollars 357Other Bolha imobiliária estourando? Onde? 51Other The 6 Keys To Being Awesome At Everything 55Other OMD Wins Experian Media Assignment 56
  • 8. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 8Other Watchmaker Asks Appeals Court To Revive Case Against Amazon 75Other More Essentials of Marketing 83Other Ant Keogh’s DOs and DON’Ts 87Other Make Yourself an Expert 91Other Why Advertising Agencies Must Disrupt Themselves 95Other JetBlues Loyalty Lessons: Let Customers Decide 96Other Digital Video Ad Spend Up 18% So Far in 2012 100Other Study: Web Marketing More Than Twice Ad Spending Online 101Other Classic Jack: One Year Ahead of The Times and Ad Age 104Other 3 Ways to Get People to Change 113Other Latin America’s Media Landscape 2015-2017 126Other Google predicts seismic ad shift 130Other Google generated about $40bn in total ad revenue in 2012. 130Other 10 Due Diligence Tests: Ensuring you get the Right Job 132Other Havas Worldwide Launches Shared Owned & Earned Media Unit 140Other O acordo do Google com os meios impressos, saiu 1 novo caminho 142Other Kids addicted to fast food app 146Other Should CMOs Own Digital Strategy? Maybe Not 152Other Semantic Search in 2025 156Other Ibope terá novo sistema para medir publicidade na web 167Other Buzzkill: Coca-Cola Finds No Sales Lift from Online Chatter 168Other The ABCs Of Video Ad Management 172Other Pews State Of The News Media Report: Print Ads Down $1.5 Billion; Digital Up 3% 198Other Social News Site Extends Advertiser Campaigns to Other Homepages 202Other The worst mistakes you can make when you start a new job 204Other Morning rituals for men that will improve appearance 208Other Digital redesenha modelos de negócio 210Other SEO Friendly WordPress in 12 Steps 218Other Slam Dunk: Phizzle Adds Sizzle to Sports Marketing with Mobile, Social Campaigns 229Other Is This the Most Important Person in Advertising? 235Other The Future Of Advertising Will Be... 254Other Au Revoir, Business Travel 256Other Insider Facebook Marketing Secrets 257Other Nielsen Redefines Television, Will Include Internet-Only Connected Sets, Households 259Other Video Consumer Mapping Study 265Other How to Approach Social-Media Commerce 268Other BII REPORT: Why The "Second Screen" Industry Is Set To Explode 273Other 9 Subtle Traits Of The Most Talented Leaders 274Other You Attract More Barflies With Fun Than With Savings 287Other Video Viewing Rises, But Growth Rates Slow 288Other Ad Group Says No Reason To Oppose Nielsen-Arbitron Deal 292Other IPG Mediabrands CEO, Consultant Push Pay-For-Performance Model 299Other Why Every Pitch is a Digital Pitch 299Other Why Your Online Marketing Department Is All Screwed Up 301Other Management Is (Still) Not Leadership 305Other What Advertisers Really Pay For 318Other The Most Important Interview Question of All Time - Part 1 327Other The ANSWER to "The Most Important Interview Question of All Time" Part 2 328Other Job-seekers: How to Answer “The Most Important Interview Question of All Time” – Part3329Other What is Your Blue Ocean Career Strategy? 330
  • 9. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 9Other Starting Out: 334Other Alcohol companies market to children on Facebook and internet 342Other Feliz 2020 343Other 5 Ways to Begin Designing Your Life in 2013 344Other 5 Mistakes I Continue To Make in My Marriage 345Other 7 digital marketing trends to watch in 2013 354Other Five Lessons from Four Years at Samasource 366Other P&G anuncia Pelé como novo embaixador 374Other Agency of the Year: Gold -- Digitas 379Other Rules I’ve Learned and Live by to Motivate People and Organizations 381Other My Rule #2 for Motivating People and Organizations 383Other Part I: Validate Your Business Model Start With a Business Model, Not a Business Plan 391Other Globo pode fechar o ano com pior média em SP 431Other What happens in your body when... 432Other Leadership 101: Throw People in Over Their Heads and See What Happens 434Other Magna Global Revises Ad Forecast, Dips To 3.1% Growth In 13 434Other ZO, GroupM Predict Ad Spend Hits $574B By 2015 436Other As It Nears the End, Lessons From 30 Rock 437Other To Bundle, or Not to Bundle: Mags Grapple With iPad Subs 440Other Small Agencies Crush Big Ones: Its Not Even Close 462Other Top 10 Ways to Stretch Your Advertising Dollars 470Other Report: 51% of web site traffic is non-human and mostly malicious 479Other "We are facing the future," sees Florisbal 487Other Making The Most Of Your New Media Budget, Part 1 494Other Making The Most Of Your New Media Budget, Part 2 496Other Ford Promotes Random Acts Of Fusion Video Randomly 514Other How to be a master networker: golden rules of networking 533Other Executive burnout costing billions 538Other Glance at the 2011 Fortune Global 500 and you’ll quickly note the large representation ofChinese companies—61, to be exact.551Other Unilever seeks new way forward 571Other Two days at NuYu Total Health Retreat = ten life lessons 573Other 10 brilliant quotes from Warren Buffett - the worlds greatest investor 580Other How to survive the nine stages of marriage from wedded bliss to mid-life malaise 585Other ROCKWELL ARCHITECTS ON THE DIGITAL STORYTELLING THROUGH PHYSICAL SPACE 593Other Adaption: Key to Success for Future of Ad World 612Other Master these 11 habits to guarantee success 615Other Internet no Brasil cresceu 16% em um ano, revela Ibope 619Other Match Your Presentation to Your Audience 627Other Creative Agencies Tap Into Other Talents By Temporarily Swapping Staff 628Other Make the Job a Game 631Other How simple people become superstars and create great wealth 636Other CDO Abril Media, Manoel Lemos talks about monetization, convergence, and mobileintegration between paper and digital platforms638Other Say No to Extra Work 641Other Create a Vision that Motivates Your Team 642Other Fall Into Your Next Career Move 642Other The Agency-Client Relationship is Forever Changed 643Other Walter Graff from Bluesky Media 652Other Two questions behind every disagreement 653Other Five body language myths busted 660
  • 10. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 10Other What Successful Night Owls Get Done Before Bed 674Other Pick One Project 674Other Combat Clutter 675Other Hit The “Idea” Bar 675Other Late Night Rendezvous 675Other A writer’s cheat sheet: 10 useful reminders 680Other Magazines Make Branded Content, So Why Dont They Act More Like Brands? 714Other The Ad Contrarian’s Reality Check 718Other Greatest Threat to the Ad Business 719Other Microsoft lança Outlook, novo serviço de e-mail 31 de julho de 2012 · 14h22 725Other Five Stories That Remind Us How Quickly Things Are Changing These Days 736Other Microsofts radical new business plan is hidden in plain sight 737Other Amazons recommendation secret 739Other A Glimpse Into The Future Of Online Advertising 741Other Takeaways From Forrester’s 2012 CMO Study 744Other The Two Most Important Things to Know From Its First Earnings Report 745Other AppNexus CEO to Potential Investors: We Dont Need Your Money 746Other COCA-COLA AIRS OLYMPICS TV SHOW IN OVER 30 COUNTRIES 750Other Justa mente 750Other The Perfect Storm 760Other 2012 Holiday Marketing Tips for Retailers 763Other How to Create Good Infographics Quickly & Cheaply 770Other Kellogg Debuts Loyalty Program with In-pack Codes 772Other Turbo-Charging Thought Leadership Efforts With Google Authorship Markup 773Other Random House TV launches to create shows based on books 780Other FREMANTLEMEDIA & RANDOM HOUSE FORM EXCLUSIVE TELEVISION PARTNERSHIP 780Other The Learning Enterprise 782Other 5 Reasons Digital Marketing Agencies Are Booming (and 4 Reasons You Might Need One) 796Other Why Microsoft Is Going It Alone With Do-Not-Track 804Other Not That Special: The Hollywood Version 809Other What Do Patients Really Want? 810Other How to Create Marketing Videos on the Cheap 822Other Digital Agencies: Heres Your Wake-Up Call 823Other Whos The Chief Experience Officer? 827Other BBDO Creatives Dissect Breakthrough Spots 829Other Woe The Digital Sale: What Does Viewable Mean, Anyway? 829Other SAPIENTNITRO EXEC EXPLAINS HOW TO SPEAK TO THE DIGITAL CONSUMER [CANNES] 834Other Automation as the Key to Modern Agency Growth 839Other Microsoft Brings IE To Xbox; Integration Could Help Future Ad Targeting 846Other Reminder: Online Video Is The Afghanistan Of Media Industry 855Other Dishs Auto-Hop Ad Skipper Versus Networks 856Other Can TV Survive AutoHop? 857Other MPG CEO Maria Luisa Francoli Plaza on Crossing Cultural Barriers 861Other Starcom, Dish Battle Over Ad-Skipping AutoHop 870Other 6 Habits of Truly Memorable People 877Other Agencies Going After Accenture, Deloitte IT 879Other What Revision3s Sale Means for the Online Video Industry 887Other For Many, Web Videos Actual Value Trails Its Massive Hype 892Other What Facebooks Critics Dont Understand: Its a Platform, Not a Publisher 894Other Every Screen is a TV; Nielsen Says Gaming Consoles, Mobile Viewing Up 896Other MAGNAGLOBAL’s US Advertising Forecast: “US ad market still growing amidst economic 897
  • 11. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 11fragility. Core media to grow by 2.2% in 2012”.Other Nielsen: Americans Love TV, Viewing Options Change 900Other Know When to Manage and When to Coach 903Other Five New Management Metrics You Need To Know Bruce UpbinForbes Staff 903Other Not All Inventory Was Created Equal 908Other Internet Advertising Is Still Dwarfed By TV 909Other Facebook - The Future of Branded Video Channels? 909Other The 10 Most Unexpected Media Placements Weve Seen 910Other Adlands New Era of Specialization 911Other Going Virtual: Technology Not Seen as Substitution for Touch 913Other Whos Behind the Agency Twitter Feed: McCann Erickson 913Other Why We Are (And Are Not) In A Startup Bubble 914Other If The Web Helps TV Advertising, What Will Help Online Video Ads? Better Programming 915Other Your Ad Agency Is A Contractor, Not A Partner 916Other The internet flexes its muscle 917Other News Items Reveal A Changing T/V Landscape 918Other Google AdWords Video Launches, Facebook Misses Q1 919Other Internet supera jornal e se torna segunda mídia em 2012, diz IAB 922Other Eliminate Media Fragmentation and Make Clients Happy 926Other Does the 80/20 Rule Still Apply to Web Advertising? 926Other $500 CPMs? The Power Of Advertising At Point Of Decision 927Other Americans Watch Billions Of Video Ads Monthly 931Other Andreessens Market Focus Pays Off For Instagram 936Other When leaders are scarce, employees look to peers 937Other The Demise Of The PC Could Be Slightly Exaggerated 938Other Adobe Releases Online Video Ad Monetization Report 941Planning A nova mídia digital é simples 21Planning Six Current and Six Rapidly Expanding Trends Marketers Should Focus On 26Planning Simple Ways to Achieve a Brainstorming Breakthrough 28Planning Agency briefs must improve 31Planning Andrew Keen: Globo foi estúpida e imprudente 40Planning Thanks to DVR and Streaming Services, Binge TV Viewers Abound 46Planning Maioria pula anúncios em vídeos online 48Planning Women Are Watching More TV, Video, Prefer Positive Ad Messages 57Planning How Coca-Cola found its creative groove 61Planning Convergence Analytics Delivers New Paradigm for Holistic Insights Into CustomerBehavior70Planning Survey: 90% Of Customers Say Buying Decisions Are Influenced By Online Reviews 72Planning More + More Devices = More Multitasking 74Planning Shoppers In Buying Mode More Receptive To Online Ads 76Planning 15 Types of Email Marketing Tests You Should Be Doing 79Planning Report: Many TV Stations To Add Online Video To Advertising Mix 80Planning Using Visual Story Telling To Build Stronger Relationships With Consumers 86Planning Income, Education Levels Impact TV Viewing 88Planning Connected device usage diverges: 90Planning Psychological Priming And The Path To Purchase 91Planning How Google Views Predictive Models 97Planning Web Analytics Is Dead, Long Live Digital Intelligence 98Planning The Acute Heptagram of Impact 100Planning Starting an Unlikely Conversation: U by Kotex Wants People to Talk about "The V Word" 103Planning The five types of men: Which one are you? 107
  • 12. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 12Planning The five types of women - by a woman 111Planning The Key to Branded Apps Is to Uncover Their Consumer Utility 114Planning Feliz 2020 117Planning Quem é você nas redes sociais? 119Planning Targeted Serendipity: Thinking Harder About Relevance 141Planning Lets ban the word Television - epilogue 143Planning Stop Reinventing Disruption 152Planning The Never-Ending Consideration Phase 159Planning Navigating The Nuances Of Customer Segmentation And Searcher Personas 160Planning Mental Models For UX, Search And Conversion 162Planning Psychographic Targeting Unhinged! The Zen Of “Whole Customer” Persona Modeling 163Planning How Google Views Predictive Models 167Planning 5 Facts You Need to Know About Convergence Analytics 177Planning S.C.O.R.E.: Impact Modeling Through User-initiated Actions 180Planning What Convergence Means For Digital Video 182Planning Brand websites named top priority in US 187Planning The New Brand Building Reality 194Planning How to use body language to get what you want at work 197Planning The Battle for the Living Room Is Over — The War for the Consumer Is On 199Planning OmnicomMediaGroup and ESPN International Study Reveals that Latin American SportsFans Consume Sports on More Devices than Ever, Use Social Media for Sports Information206Planning Emails Role In The User Experience 213Planning Welcome To The Enterprise Phase Of Marketing 214Planning 5 Tips to Improve Your Press Releases 227Planning Why Innovation By Brainstorming Doesnt Work 239Planning Advertising Analytics 2.0 241Planning Mobile Showrooming Leads To In-Store Sales 248Planning Time With Video Underscores Need For Fine-Tuned Cross-Media Placements 251Planning When it comes to social media; are women from Venus and men from Mars? 252Planning Vehicle Purchase Doesnt End With Purchase 257Planning Digital Influence: How the Internet Affects New Product Purchase Decisions 261Planning A Multi-Mix Media Approach Drives New Product Awareness 289Planning Dont Let Strategy Become Planning 290Planning Shopping Is Not Solving 296Planning Avoiding The Wrong Kind Of Customer 306Planning How to listen 307Planning PHD Perspectives: Media Trends: the Convergence of Divergence 321Planning PHD Perspectives: Analog Ghosts 322Planning Underneath the Funnel 348Planning 2013 Digital Marketing Trends: Brand Conversation To Commerce 361Planning Let’s ban the word Television – part 1 363Planning Innovation Requires Courage and Intelligence, But Not Permission 365Planning A CMOs 6 Tests for Evaluating Effective Marketing Programs 368Planning Are GenYers and Baby-Boomers compatible ? 374Planning Real Gamification Mechanics Require Simplicity And, Yes, Game Designers Can Do It 386Planning 4 Types of Markets, 4 Ways to Gauge Them 394Planning What Is Todays Networked Mom Thankful For? 396Planning Web Design Correlates With Purchase Power 397Planning The Whole Story - Social Media and TV 400Planning Facebook And Microsoft Are Working On A Deal, And It Could Change Everything AboutAdvertising403
  • 13. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 13Planning 9 tendências em redes sociais para 2013 406Planning Navigating The Nuances Of Customer Segmentation And Searcher Personas 411Planning Psychographic Targeting Unhinged! The Zen Of “Whole Customer” Persona Modeling 412Planning Top 10 Trends For 2013 419Planning Weekly Roundup: The World in 2013, conscientious consumption and nail polish fordudes422Planning Twenty years of text messaging 426Planning Mapping the Future: 3 Essential Terms You Must Redefine Today 430Planning Reaching Generation X: Authenticity in Advertising 443Planning Savvy Shoppers Use Connectivity to Score Deals on the Go 444Planning Mobile Along The Path To Purchase: An Unrealized Opportunity For Marketers 446Planning Gartner says that 80% of gamified apps driven by novelty and hype will fail. 448Planning 1 More Obituary for the Website 450Planning My Prediction: Prediction Is Going to Be Hot in 2013 452Planning Thankful For Time Spent Together All Year Long 454Planning Source It: PHD Revamps Global Planning With Gaming System 457Planning D.O.A.: Death of Advertising 458Planning FiOS TV for iPad: A Clear Vision for the Future 461Planning Ten consumer trends for 2013 463Planning SEO – Content | Confusion | Clarity 465Planning Streaming Video - The Looming Battle 478Planning Multitasking Media Impacts TVs Dominance 481Planning Engagement Key To Making Mobile Work 484Planning Multitasking Media Impacts TVs Dominance 485Planning Brand "soul" key for PepsiCo 490Planning Pinterest: 5 Tactics for This Visual Social Media Mecca 491Planning Coca-Cola Relaunches Website as Socially Enabled Digital Platform 493Planning Its Duh-Duh-Duh…Digital Stupid 506Planning Bridging the Gap Between On-the-Go and On-the-Couch 507Planning Video Ad Exchanges Make The Grade 508Planning Apps For The Moment 509Planning This AmEx Ad Stays on TV Constantly. You Just Need to Find It 510Planning Four Performance Marketing Trends To Watch In 2013 513Planning Video Advertising Lessons From The 2012 Elections 513Planning The End of the TV-Centric Era 518Planning What the Multitasking Myth Means for Media Buying 520Planning The Key Ingredient to Successful Engagement Campaigns 521Planning Apple sets its sites on the automotive industry 531Planning Coke takes new approach on the web 533Planning 3 Essential Audience Development Tips for Digital Publishers 537Planning The dynamic digital world 540Planning 6 Ways to Use Images to Improve Your Web Conversion Rate 544Planning Is A Picture Worth A Thousand Votes? Depends On Who Is Conquesting Whose 548Planning Mums turn to Facebook for me-time 557Planning Coca Cola turns to content marketing: Content 2020 558Planning Study: Some Skepticism About Online Ads, Video Content Important 559Planning Study: Brands Get Big Uptick By Using Facebook Ads 559Planning Google Plans to Combine Mobile and Desktop Ads 563Planning Its Time To Toss Average Frequency Into The Bucket 565Planning Web Presence Key Digital Spend For SMBs 567Planning Forget Traditional TV Ads, Think Online Video Advertising! 577
  • 14. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 14Planning Build It And Theyll Stay Put? 579Planning Reduce Barriers, Add Value 584Planning The Entirely Surprising Thing Teens Demand From Brands 588Planning Forbes Embraces Custom Brand Content With Social Video Play 589Planning Forrester Profiles Smartphone and Tablet App Users 596Planning The True Value Of TrueView 601Planning Video Advertisers in Canada Want Their GRPs 604Planning Ed Cotton: Why Brands Need Places Of Origin 609Planning TV Beats Online, Print In News Consumption 611Planning Eight Mistakes to Avoid in a Sampling Program 613Planning Cokes Wendy Clark at Digital Conference: Liquid and Linked Is Key 620Planning Make Your Brand Story E.P.I.C. And Consumers Will Follow 629Planning The One Advantage Of Online Video Is Also Its Biggest Disadvantage 635Planning Content Sponsorships - The Perfect Partnership 645Planning Six audiences 652Planning Memory and media 653Planning A simple truth about photo albums 654Planning The Demise Of Main Stream Media, One Constituency At A Time 654Planning 9 Trends Defining Consumer Engagement 655Planning Smartphone generation smarter than you think 663Planning Shopper Marketings True Potential 667Planning Pinterest Offers Unique Millennial Opportunities 678Planning Advertising fails to reach target audiences on American TV 684Planning Celebrity endorsement: The trigonometry of talent 686Planning Cliffhangers: Great for Television, Disastrous for Decisions 691Planning Cutting Through the Clutter: 5 Characteristics of Winning TV Ads 692Planning The Future of Planning 692Planning TV ads may make unhappy tweens materialistic 695Planning EA Shifts TV and Print Budget to Facebook 698Planning Omni-Channel Marketing: Your Next Challenge 699Planning Stop Asking Permission And Begin 701Planning Why Brands are Becoming Publishers 706Planning Ad Clutter Rises - 5 Ways to Fight It 709Planning Why Online Ads Perform Well in Latin America 710Planning Report: More than 1/3 of U.S. Adults are ‘Always Addressable’ 712Planning Cable Operators Losing Video Subscribers 717Planning How To Boost Online Retail Sales With Video, Call To Action 720Planning Pros and Cons of Click to Play (CTP) Advertising 726Planning 4 Ways to Build a Winning Digital Contest 730Planning How to Make Real Connections With Teen Girls: : Three Lessons From Being A Miss TeenUSA Judge731Planning Stone Soup And The Lost Art Of Storylistening 748Planning Digital Strategy: 4 Psychology Tips to Improve Brand Messaging 751Planning The importance of message 752Planning And the psychology? 752Planning Social styles with Merrill and Reid 753Planning Cognitive Dissonance and the Call to Action 753Planning Creative emotion with James-Lange and memory 753Planning Through the looking glass self with Cooley and Maslow 754Planning What Does Semantic Search Mean for SEO? 756Planning Marketing Lessons For The New Web: Four Success Tips 787
  • 15. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 15Planning Dont Forget Content In Your Video Ad Campaigns 790Planning Speaking Your Target Audiences Language 794Planning 5 Things to Remember When Going Local 795Planning Stop Targeting 803Planning Great Brands Are About Fusing Product And Service. How Do You Do It? 818Planning Where Is Search Heading? Check the Map 825Planning The New Competitive Landscape For Online Advertising 832Planning Tapping the Power of Brand Advocates 840Planning Consumer Trust in Online, Social and Mobile Advertising Grows 862Planning TV Dramas Account for Most Primetime Viewing, Timeshifting and Ad Spend 863Planning Retailers and Brands: Being Digital in a Connected-Consumer World 863Planning Advertising in the Age of Choice 867Planning Creating A Destination After Media Exposure 872Planning The Ultimate Content Development Checklist 876Planning Redefining The Consumer Engagement Path 883Planning Long- And Short-Form Videos: Complementary Pieces In Ad Strategy Puzzle 884Planning Connected TVs Offer Appetizing Distribution Platform 902Planning 10 Online Shopping Personality Traits 906Planning Time Inc. Study Reveals That "Digital Natives" Switch Between Devices and PlatformsEvery Two Minutes, Use Media to Regulate Their Mood924Planning Fickle "Digital Natives" Switch Platforms Every Other Minute 925Planning Good Marketing = The Perfect Crime 930Planning Deloittes "Entanglement" Model For B2B Digital Marketing 930Planning Multitasking TV-Plus-Mobile Video Test Campaign Shows Big Brand And Intent Lifts 942Planning Gen Y: The Digital Divide Gets Deeper 943Social Putting Into Practice: Facebook Open Graph 523Social For Facebook Success, Reckitt Takes Lessons From Walmart 535Social Unilever social experiment to shape marketing 541Social Facebook Rolls Out Gift-Giving Feature 603Social Facebook Declines In Social Video Engagement, Web Site Visits Rise 617Social Why Agencies Are Better Equipped To Get Search + Social 622Social Traditional Strategy Is Dead. Welcome to the #SocialEra 623Social Three Things Facebook Needs To Nail With Search 630Social Google makeover for Six Degrees of Kevin Bacon 634Social Using Instagram for Social Media Marketing 669Social The Rise Of Visual Social Media 673Social Social Element Will Move Mobile Payments To Next Level 720Social Is Social A Marketing Tool Or A CRM Tool? 723Social Empresa acusa Facebook de usar robôs que simulam cliques em anúncios 725Social How to Win Friends and Influence People on the Internet 732Social Exclusive: The Man Who Revs Facebook’s Money Engine 740Social New York Facebook Already Thinks It’s Better Dressed Than California Facebook 740Social How thoughtful social media strategy can influence people to buy 744Social Optimizing Social Media Across the Customer Lifecycle 754Social A Timeline of Recent Facebook Ad Changes 768Social Promoted Tweets See 1% to 3% Engagement on Average 769Social Twitter Enhances Promo Tweet Geo-targeting 769Social Setting The Record Straight: 5 Common Misconceptions About Instagram 773Social Espalhe Guerrilla Marketing Team Shares Tips for Breaking Through in Social Media 791Social The Marketers New Role: From Branding to Buying on Facebook 808Social Agency Execs Ready For Facebook Ad Network 814
  • 16. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 16Social Do You Have a Long-Term Social Media Marketing Plan? 836Social Study: Paid, Earned Media On Facebook Boost Purchases 837Social Campaigns Are Not Conversions: 7 Steps to Unclog the Funnel 847Social Is Facebook Destroying Trust in Marketers? 848Social Funnel Automation: Customer Conversion at Warp Speed 849Social Open Up New Doors With Facebooks Open Graph 850Social Can We Be Friends? Delivering Active And Authentic Audiences Through Social Sharing 858Social IBM Study: If You Dont Have a Social CEO, Youre Going to be Less Competitive 872Social Can We Be Friends? Delivering Active And Authentic Audiences Through Social Sharing 928Social The Yin And Yang Of Facebook Ads 935Social Why Bother With Google+? 944Technology Introducing the New LinkedIn Contacts: A Smarter Way to Stay in Touch 29Technology The Rise of the Term Glasshole, Explained by Linguists 37Technology How Will Google Glass Change Internet Marketing? 42Technology Welcome to the Post-Ad-Tech Era 67Technology How People Use Facebook On Smartphones 78Technology Social ads deliver in Brazil 93Technology Amazon: No Profit On Hardware, Aims For Software Monies 102Technology TECHNOLOGICAL OVERLOAD 105Technology HTML5 vs. Apps: Heres Why The Debate Matters, And Who Will Win 114Technology Facebook Will Launch Content-Specific News Feeds, Bigger Photos And Ads On Thursday 127Technology RMG Unveils ChalkboxTV 228Technology Foursquare Partners With Visa and MasterCard to Give Discounts When Users Shop:Company Will Take a Cut of Offers Redeemed233Technology IAB Unveils LUMA-esque Ad Tech Chart 249Technology Ad Networks Beware: Firefox to Block Third-Party Cookies 255Technology 2013: The Year Of Responsive Web Design 311Technology Facebook Rolls Out Gift Cards 314Technology YouTube to switch on paid-for video 323Technology Microsoft puts Office in the cloud 323Technology Silicon : Secular Force in Videogames 325Technology New application from Abine works to wipe your personal information from the Internet 336Technology Amazon Just Fired A Missile At Apples iTunes Business 340Technology Facebook App Underscores Mobile Future 372Technology HTML5 vs. Apps: Why The Debate Matters, And Who Will Win 402Technology Instagram: The new kind of product placement 449Technology Five Ways Brands Can Be Thankful For Instagram 515Technology Automotive industry partners with Apple on Siri 532Technology HTML5 vs. Apps: Why The Debate Matters, And Who Will Win 575Technology Moments, Media and Modes: Devices Offer A Big Do-Over 602Technology Video Ads Go Native With Sharethrough 611Technology Procter & Gamble taps new tech trends 626Technology iPhone 5 To Have Major Impact On Users, Tech Rivals 650Technology What Every Marketer Needs to Know About Hadoop 677Technology Is HTML5 the End of Native Mobile Apps? 702Technology Clash Group Launches Unique Pre-Roll Video Ad Platform for Web, Mobile 712Technology GPS Fails at Olympics, Twitter Blamed 734Technology IAB Pushes For DIY Ad Units, Modules 735Technology Battle Of The ETA: GPS Vs. Android Vs. iPhone 779Technology QuadrantOne Unveils Targeting Tools For Newspaper Sites 781Technology Aereo Win Could Be a Turning Point for Online Video 791
  • 17. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 17Technology Local Search: The Dream 801Technology Algorithm Lets Wi-Fi-Connected Cars Share Data 802Technology Techno freaks juggle for control over apps 809
  • 18. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 18Classe C cresce mais no interior que nas capitaisDados são destacados pelo novo estudo da NeoTVpor Andréa ValerioMeirelles: entender a nova classe média hoje é entender a classe A e B de amanhã‚O interior, a nova classe média e o mercado de TV por assinatura‛. Esse foi o tema da pesquisa apresentada por Renato Meirelles, sócio-diretor do Datapopular, durante a 11ª edição do Expo e Congresso NeoTV, que começou nesta terça-feira (23), em São Paulo. Segundo oexecutivo, o objetivo da pesquisa foi abordar, de forma mais aprofundada, as mudanças que vem acontecendo no país e mostrar quem são osverdadeiros protagonistas.Para Meirelles, entre os diferenciais do estudo está a constatação de que dois agentes foram responsáveis pela maioria das transformações.‚Um deles é a tão falada classe media e o outro é o consumidor do interior, que tem crescido mais do que do restante do pais‛. Ele destacouque, de acordo com o levantamento, essa parcela da população tem impulsionado todo o consumo, incluindo o de TV por assinatura.Outro dado importante da pesquisa, segundo o executivo, são as classes A e B, que também cresceram nos últimos anos, cerca de 7%, edevem crescer o dobro do volume nos próximos dez. Para ele, um ponto importante que precisa ser observado é que, nos próximos anos, osconsumidores das classes mais altas terão mais renda para consumir, mas o modo de pensar será o mesmo da C, já que são emergentes. ‚Porisso, entender a nova classe média hoje é entender a classe A e B de amanhã‛, ressaltou.Meirelles lembrou também a constatação do levantamento de que a classe média cresceu mais no interior do Brasil do que nas capitais. ‚Parase ter uma ideia, de cada dez brasileiros da classe media, seis são do interior‛. Outro ponto detectado pela pesquisa é que o crescimento darenda dos últimos anos permitiu a ampliação e a diversificação do consumo da classe média brasileira. Segundo o estudo, essa parcela dapopulação já representa 51% dos consumidores de internet e 45% dos assinantes de TV por assinatura.Google Fiber‘s Ripple EffectThe threat of superfast Google Fiber is causing other Internet providers to crank up their own offerings.By David Talbot on April 26, 2013Why It MattersThe United States is 16th in the world in broadband availability, speed, and price.As Google plans to expand its ultrafast Internet service from a fledging effort in Kansas City to Austin, Texas, and Provo, Utah, evidence isemerging that the company has forced broadband competitors into offering dramatically better service.New data from Akamai, which delivers a hefty portion of all Web traffic, reveals a remarkable turn of events in Kansas. In the fourth quarter of2012, Kansas saw the largest jump in average Internet connection speeds of all U.S. states compared to the fourth quarter of 2011, with an 86percent surge (see ‚When Will the Rest of Us Get Google Fiber?‛). The next-highest increase was in Wyoming, at 51 percent.Google began installations in November in Kansas City, Kansas, offering one-gigabit Internet connections„nearly 100 times faster than the U.S.average„for $70 per month, or $120 with television service, a Nexus 7 tablet remote, two terabytes of DVR storage, plus another a terabyteof cloud storage. The rollout and TV service had been announced a few months before. ‚It could be the case that the other incumbent providerswere going, ‘Oh, crap, we stand to potentially lose subscribers to this deal with Google if we don’t provide competitive service,’ ‛ says DavidBelson, who authored Akamai’s state of the Internet report.There is no public data that gives a complete picture of the speed improvements or price reductions that Internet service providers in theKansas City area made in response to the beginning of the Google service, which delivers broadband over fiber-optic lines. But SusanCrawford, a professor at the Benjamin N. Cardozo School of Law in New York and former special assistant for technology policy in the Obamaadministration, says her research suggests that Google is indeed the driving force in the Kansas market.In December, Time Warner Cable increased speeds of some services in the Kansas City area, boosting its ‚turbo‛ service from 15 megabits persecond to 20 megabits per second and its fastest service from 50 to 100 megabits per second. ‚I see Time Warner Cable in and aroundKansas City acting like a bulldog with a bone,‛ says Crawford, author of Captive Audience: The Telecom Industry & Monopoly Power in theGilded Age. ‚They want to make sure they hang onto subscribers, not lose them.‛In general, there is plenty that the dominant Internet providers can do to provide better deals without much effort, she says. Cable companieslike Time Warner Cable and Comcast have the technical capacity to speed up service, and also plenty of room to lower prices, given theestimate from one analyst„Craig Moffet of the Wall Street firm Bernstein Research„that they typically make 97 percent profit margins onInternet services.
  • 19. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 19The competition may be even hotter in the newer Google Fiber battlegrounds. After Google announced plans for Austin (see ‚Google FiberTakes on Texas‛), AT&T quickly announced it would match that effort with its own one-gigabit service, and Time Warner Cable sweetened itsInternet plans with free Wi-Fi in public areas to existing customers.Google has not disclosed how many customers it has in Kansas City, or what plans those customers bought. But Akamai was able to do someforensic work to see just how small Google’s service footprint was, and thus just how little it took to wake up the competition.According to Belson, in the fourth quarter of last year, Google had less than a tenth of a percent of the 800,000 Internet subscribers inKansas, or fewer than 800 customers. ‚Ultimately, we didn’t see enough unique IP addresses from [Google] that those speeds would haveunduly influenced the overall [speed] calculation,‛ Belson says.Even more remarkable, perhaps, was that Google Fiber customers were using far less than the available blazing speed. IP addresses associatedwith Google Fiber were seeing average connection speeds of twice the Kansas average of five megabits, and peak speeds of five timesgreater than the average of 25 megabits.Some of this might be explained by the fact that some Google Fiber customers took only a basic hookup with five-megabit service for a one-time $300 installation fee, and did not accept the fast service. But the larger reality is that, so far, ‚there is not a whole lot of stuff out theretoday that is really gigabit-capable,‛ Belson says.Nonetheless, gigabit speeds have proved to be quite capable of waking up a nation of Internet service monopolies and duopolies (see ‚A Taleof Two Genachowskis‛).Havas Media and DG Form Strategic Partnership for Digital and TVCampaign OptimizationWritten on Apr 26, 2013 Author AdotasWireNEW YORK (ADOTAS) ” Havas Media announced today that it has partnered with DG (NASDAQ: DGIT) to deliver the first integrated solutionfor online and TV campaign management. The global partnership brings together Havas Media’s digital and media expertise and DG’sMediaMind and VideoFusion technologies at the core of Havas Media worldwide operations.This step allows Havas Media to advance its strategy in becoming the leader in cross-media and content marketing globally. Havas Media willintegrate its specialized units such as Artemis (the group’s global data management network) with DG’s MediaMind Online products and DG’sVideoFusion TV solutions. The partnership between the two companies will remove obstacles that hinder the convergence of marketing acrossTV and Online. As both companies focus on client-side optimization, advertisers worldwide will now benefit from a unique value proposition ofintegrated media and technology across digital and TV.‚As part of our strategic efforts to promote agility between all our teams and disciplines at the core of our organisation, DG is a naturalpartner for us due to the openness and scale of their MediaMind and VideoFusion platforms as well as their continued commitment toinnovation,‛ said Stéphanie Marie, in charge of Digital Operations, Havas Media Global. ‚DG’s solutions and continued effort to bridge the gapbetween Online and TV allow us to present clients with a shared vision that meets consumer demand for more meaningful connections.‛With a recent re-alignment of its business under a simplified structure, Havas Media has placed its digital expertise and content marketing atthe core of its operations. Similarly, DG has recently united all of its solutions under the same master brand, creating the largest independentadvertising technology platform in the market, managing more than 10% of the world’s media spend.‚As the worlds of TV and online converge, marketers are seeking technology partners who can deliver cross-channel consumer engagementand analytics,‛ said Neil Nguyen, DG’s President and CEO. ‚DG is uniquely positioned to accelerate the convergence of advertising across anever increasing number of screens. We welcome the opportunity to provide Havas Media clients a multi-screen solution covering distribution,reporting and analytics for TV and Online.‛About Havas MediaHavas Media is the main media brand of Havas Media Group and operates in 126 countries.Our mission is to unite brands and people through meaningful connections and drive business success. We service clients through a portfolio ofspecialist teams that span media, strategy, international management, digital, mobile, social media, experiential, entertainment and sport. Oursimplified and integrated structure has allowed us to build one of the most integrated, agile and responsive global teams in the industry.Further information can be found at or follow us on Twitter @HavasMediaAbout DG
  • 20. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 20DG (NASDAQ: DGIT) is the leading global multiscreen advertising management and distribution platform, fueling campaign management acrossTV, online, mobile and beyond. Through a combination of technology and services, DG empowers brands and advertisers to work faster,smarter and more competitively. Boasting the world’s largest hybrid satellite and internet network for broadcast video delivery, the company’sunparalleled campaign management encompasses multiscreen ad delivery, cross-channel research and analytics, and unified asset management.The DG product portfolio consists of two overarching product lines for online and video campaign management: MediaMind and VideoFusion.With New York as a center of operations, DG is a global company that connects over 14,000 advertisers and 7,400 agencies worldwide withtheir targeted audiences through an expansive network of over 50,000 media destinations across TV broadcast and digital advertising in 78countries, managing approximately ten percent of the world’s media assets.Not All DMPs are Created Equal: What Every Smart Marketer ShouldKnowWritten on Apr 26, 2013 Author Rob GattoADOTAS ” As the ad-tech ecosystem has evolved over the past two to three years, I hear a lot of major brands, agencies andnetworks/marketplaces asking about data management platforms (DMPs). Some have called the DMP ‚the gateway to the next step in theevolution of digital marketing‛ or the ‚layer of technology that will literally touch and enhance every part of your business.‛ I agree that DMPshave a long-lasting place in the industry versus being just a shiny new object, but to truly add as much value as possible, a DMP needs toincorporate:Data Management: The pipes for data collection, normalization, moving data around and preparation for analysis. This includes the ability to linkoffline data (CRM and other first-, second-, and third-party) and online data (impressions, clicks, conversions) to help marketers betterunderstand purchase intent, relevant messaging, and focus on targeting those ready to convert.Predictive Analytics: A way to truly drive insights out of the ‚big data‛ advertisers have collected in their DMP. They need to be able toanswer questions like:Is the data I have good or bad?How much data is there and which data should I care about?How does my data overlay on various inventory sources?How does my data intersect with campaigns?Are the ‚males‛ I am targeting also the ‚females‛?How much duplication do I have in my media buys?What do right prospects look like? How do I find more of them?Attribution Modeling. A way to truly keep score across the entire marketing funnel not just the last touch before a customer buys.Understanding how brand advertising in the upper portion of the funnel effects performance at the bottom portion of the funnel is essential inhelping determine who are your best partners both for brand and direct response advertising. The interplay between each is essential tovaluing the money spent.In my mind, when looking to choose a DMP vendor there are three things to consider:Technology Stack: Is the solution you are looking at a standalone solution? Is this all they do or is this an ‚add on‛ to what they do day in andday out? Was the solution built in such a way that it can scale with you and your business over time?Neutral Platform and Integration Layer: Can the solution assemble all your media and audience data to provide a pure cross-channel view ofyour entire media spend? Can the provider get access to and handle the implementation to ensure you are integrating all of your siloedsolutions and are capturing the right information from day one to take action?Predictive Analytics: Wouldn’t it be great to know what would happen ahead of time if you moved your media buy from one inventory providerto another or if you targeted one specific audience versus another? The ability to do ‚what if‛ analysis across your entire media budget is coreto reducing the inefficiencies that exist in all media plans. In order to find those inefficiencies and decide where to reinvest you need to beable to leverage first/second/third party data to ensure your audience and media are aligned.
  • 21. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 21What many companies do not realize is the value in a DMP partner comes when the partner has the ability to get access to all their consumertouch points and enables them to see cross-channel/inventory provider and drive actionable insights from the data. If you only get insightsinto audiences bought from one specific data partner or only get analytics on your buys from one particular data/media partner you will not beable to deliver the holistic insights to reduce inefficiencies, increase reach, and drive new sales.The bottom line: It is the intelligence layer that goes with a DMP that will take marketers from just investing in digital media to leveraging digitalmedia to effectively drive brand awareness, retargeting efforts, website efficiency, and conversions. Any one feature set falls short withoutthe other two.A nova mídia digital é simplesCristiano Nobrega, sócio-fundador da TailTarget, analisa o atual momento do mercado digital e sua complexidadePor Cristiano NobregaSócio-fundador da TailTargetHá alguns dias ouvi a seguinte frase: "contratei uma TD que comprará mídia display por RTB, através de uma DSP conectada a todas asprincipais AdExs e vamos qualificar a compra da mídia através dos perfis de uma DMP que adotamos". Para um leigo, essa frase pode soarcomo algo indecifrável, contudo, essa é a nova realidade da nossa atividade e demonstra a exata dimensão de que o mercado de mídia digitaljá está repleto de siglas, aparentemente bastante complexas para todos nós.Então, como nos preparamos para participar desta nova realidade? A resposta é paradoxalmente simples e óbvia: entendendo quem são osprincipais agentes dessa nova cadeia de valor e decodificando seus significados de forma objetiva. Transformações como essa, pela qual amídia digital está passando, dependem da adoção sistemática das novas práticas e plataformas por parte dos agentes de mercado, sejamanunciantes, agências ou publishers. A meu ver a complexidade causada por essas novas siglas é muito maior do que deveria, o que contribuipara inibir que parte ainda significativa do mercado entenda e sinta-se mais confortável em fazer negócio nesse novo ambiente.Decifrando esse novo ecossistema, já é possível comprar no Brasil audiências online através de lances programados em tempo real com baseem diversas especificações que asseguram o melhor valor pago para se atingir o público-alvo correto. É a chamada prática de Real TimeBidding, ou RTB. Essas compras sistemáticas são feitas através de plataformas criadas para gerenciar esse tipo de demanda por mídia, aschamadas DemandSidePlatforms, ou DSPs. Elas são operadas por Trading Desks (TDs), empresas ou áreas especializadas nesse novo jeito decomprar mídia digital. Já as Ad Exchanges (AdExs) são plataformas intermediárias que disponibilizam a audiência dos websites para que essaforma de transação ocorra.E para que o público impactado numa campanha programada dessa maneira tenha o perfil desejado pelo anunciante, entra em cena um recursofundamental, a DMP (Data Management Platform). Esse tipo de plataforma processa incontáveis volumes de dados (big data) provenientes danavegação dos internautas e de suas interações online com a marca do anunciante, a fim de padronizar e qualificar o perfil da audiência. Issocria inteligência para o negócio e permite que o lance de compra oferecido encontre, não importa onde, um perfil de público inequivocamentedesejado sem dispersão, otimizando os investimentos publicitários.Portanto os pilares dessa nova forma de operar a mídia digital continuam sendo os mesmos de sempre: de um lado a audiência dos websitesou publishers (oferta), do outro os anunciantes e agências (demanda), passando pelos dados de qualificação da audiência (segmentação). Afinalo que muda na prática é a intensidade com que os dados e a tecnologia são aplicados para tornar a publicidade online muito mais dinâmica,precisa e, claro, simples.What Happened When One Man Pinged the Whole InternetA home science experiment that probed billions of Internet devices reveals that thousands of industrial and business systems offer remoteaccess to anyone.Call response: The approximate location of some of the 460 million responses to a survey of Internet devices carried out by an anonymoushacker.By Tom Simonite on April 26, 2013
  • 22. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 22Why It MattersMany company’s IT systems have largely unknown and easily hackable backdoors.You probably haven’t heard of HD Moore, but up to a few weeks ago every Internet device in the world, perhaps including some in your ownhome, was contacted roughly three times a day by a stack of computers that sit overheating his spare room. ‚I have a lot of cooling equipmentto make sure my house doesn’t catch on fire,‛ says Moore, who leads research at computer security company Rapid7. In February last year hedecided to carry out a personal census of every device on the Internet as a hobby. ‚This is not my day job; it’s what I do for fun,‛ he says.Moore has now put that fun on hold. ‚[It] drew quite a lot of complaints, hate mail, and calls from law enforcement,‛ he says. But the datacollected has revealed some serious security problems, and exposed some vulnerable business and industrial systems of a kind used to controleverything from traffic lights to power infrastructure.Moore’s census involved regularly sending simple, automated messages to each one of the 3.7 billion IP addresses assigned to devicesconnected to the Internet around the world (Google, in contrast, collects information offered publicly by websites). Many of the two terabytes(2,000 gigabytes) worth of replies Moore received from 310 million IPs indicated that they came from devices vulnerable to well-known flaws,or configured in a way that could to let anyone take control of them.On Tuesday, Moore published results on a particularly troubling segment of those vulnerable devices: ones that appear to be used for businessand industrial systems. Over 114,000 of those control connections were logged as being on the Internet with known security flaws. Many couldbe accessed using default passwords and 13,000 offered direct access through a command prompt without a password at all.Those vulnerable accounts offer attackers significant opportunities, says Moore, including rebooting company servers and IT systems,accessing medical device logs and customer data, and even gaining access to industrial control systems at factories or power infrastructure.Moore’s latest findings were aided by a similar dataset published by an anonymous hacker last month, gathered by compromising 420,000pieces of network hardware.The connections Moore was looking for are known as serial servers, used to connect devices to the Internet that don’t have that functionalitybuilt in. ‚Serial servers act as glue between archaic systems and the networked world,‛ says Moore. ‚[They] are exposing many organizationsto attack.‛ Moore doesn’t know whether the flaws he has discovered are being exploited yet, but has released details on how companies canscan their systems for the problems he uncovered.Joel Young, chief technology officer of Digi International, manufacturer of many of the unsecured serial servers that Moore found, welcomedthe research, saying it had helped his company understand how people were using its products. ‚Some customers that buy and deploy ourproducts didn’t follow good security policy or practices,‛ says Young. ‚We have to do more proactive education for customers about security.‛Young says his company sells a cloud service that can give its products a private, secured connection away from the public Internet. However,he also said that Digi would continue to ship products with default passwords, because it made initial setup smoother, and that makescustomers more likely to set their own passwords. ‚I haven’t found a better way,‛ he says.
  • 23. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 23Billy Rios, a security researcher who works on industrial control systems at security startup company Cylance, says Moore’s project providesvaluable numbers to quantify the scale of a problem that is well-known to experts like himself but underappreciated by companies at risk.Rios says that in his experience, systems used by more ‚critical‛ facilities such as energy infrastructure are just as likely to be vulnerable toattack as those used for jobs such as controlling doors in a small office. ‚They are using the same systems,‛ he says.Removing serial servers from the public Internet so that they are accessed through a private connection could prevent many of the easiestattacks, says Rios, but attackers could still use various techniques to steal the necessary credentials.The new work adds to other significant findings from Moore’s unusual hobby. Results he published in January showed that around 50 millionprinters, games consoles, routers, and networked storage drives are connected to the Internet and easily compromised due to known flaws in aprotocol called Universal Plug and Play (UPnP). This protocol allows computers to automatically find printers, but is also built into some securitydevices, broadband routers, and data storage systems, and could be putting valuable data at risk.Data collected by Moore’s survey has also helped Rapid7 colleagues identify how a piece of software called FinFisher was used by lawenforcement and intelligence agencies to spy on political activists. It also helped unmask the control structure for a long-running campaigncalled Red October that infiltrated many government systems in Europe.Moore believes the security industry is overlooking some rather serious, and basic, security problems by focusing mostly on the computersused by company employees. ‚It became obvious to me that we’ve got some much bigger issues,‛ says Moore. ‚There [are] some fundamentalproblems with how we use the Internet today.‛ He wants to get more people working to patch up the backdoors that are putting companies atrisk.However, Moore has no plans to probe the entire Internet again. Large power and Internet bills, and incidents such the Chinese government’sComputer Emergency Response Team asking U.S. authorities to stop Moore ‚hacking all their things‛ have convinced him it’s time to find anew hobby. However, with plenty of data left to analyze, there will likely be more to reveal about the true state of online security, says Moore:‚We’re sitting on mountains of new vulnerabilities.‛Retail executive lays out the future of content curation.Carrie Whitehead, Zappos on April 25, 2013.If you think about it, fashion may actually be THE industry that started the curation trend ” we just didn’t know it at the time. How could we?‚Curation‛ is a relatively new term, but it’s finding its way into other realms; you hear about content curation, music curation ” all meaning thatin some way, these industries are personalizing their offer according to your individual wants, needs and likes.Online retail has given us the ability to find almost anything we’d want to buy. In fact, offering a great selection has become the goal for manyonline retailers. The largest online retailer, has a vision to be the ‘Earth’s Biggest Selection.’ But is this vast selection toooverwhelming for shoppers? A search for ‘black dress’ in Clothing & Accessories on brings back 65,529 results! For consumers,this large number of choices can lead to confusion, exhaustion and dissatisfied purchases, or worse, no purchase at all.With new retailers, designers and online experiences launching daily, the need for easy discovery of relevant fashion is more important thanever. Shoppers are increasingly turning to experiences that offer a smaller set of tailored selections to help find the product that is just rightfor them according to their individual wants, needs and likes. A tailored experience is no longer just a desire for shoppers, it is an expectation.
  • 24. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 24Frank & Oak Style recomendationsCurated retail is nothing new. Traditional brick and mortar stores have always relied on strategic merchandise presentation, attractive windowdisplays and helpful sales associates to grab their customer’s attention and help them discover new products. Although online stores may nothave the advantage of this physical and in-person appeal, they are using consumer data, advanced technologies and social media to take thecurated experience to the next level.Large retailers are looking at how they can offer a more tailored experience around their existing inventory. Zappos recently launched Glance, ashopping experience allowing users to discover the most exciting products from Zappos through curated collections. In addition to hand-pickedcollections, Glance allows users to heart products they love; ultimately allowing shoppers to discover products hearted by others with similartaste or by what is popular within the community.Retailers are also turning to a limited product mix to offer a more tailored experience. Niche retailers such as Warby Parker (retro-inspiredeyewear) and Frank & Oak (quality menswear) are providing a boutique experience with a price tag that’s accessible.Many websites focus on narrowed discovery by offering products chosen by celebrities, industry experts or the social community. Socialshopping site OpenSky taps celebrities and influencers to select the products they love. Fancy, a social photo site similar to Pinterest, putscuration in the hands of the community. Its goal is to connect users with similar tastes and allow them to purchase the things they like.
  • 25. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 25All of the examples above help shoppers discover products that are more relevant to them. Additionally, because these experiences are handtailored ” in some cases by someone the shopper knows ” they are more likely to purchase the product or share with their friends.Although there will always be a need for the multi-category mass retail experience, curated online shopping is a huge trend that will continue tohelp consumers navigate the incredible selection to find what’s right for them. As online shopping behavior changes, retailers will continue tofind ways to provide easy-to-use, highly personalized experiences that offer customers what they want, where they want it. Combining anonline shopper’s history and preferences with human touch will lead to the perfect answer to the question, ‚What is right for me?‛Carrie Whitehead is the Product and UX Manager at Zappos Labs in San Francisco, where she spearheads new and innovative adventures inonline shopping.Six Current and Six Rapidly Expanding Trends Marketers Should FocusOnPosted on April 25, 2013Image(Originally delivered at the Publicis Investor Conference in London on April 23, 2013)It is clear to everyone today that six forces are driving the future. These are that the world is, and it will become morea) Digitalb) Networked and connectedc) Mobile
  • 26. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 26d) Social ( we live in a people network age)e) Driven by emerging marketsf) People powered as tech democratizes everything and empowers peopleNow we are anticipating six key drivers of the future that build on the original six trends. And we are building our future strategy around thesesix new realities.1. The future is not just increasingly digital but it is integrating with analog (Digital Leakage)Mobile phones make place and people important. E commerce and regular commerce blend. Amazon has stores and Walmart goes digital.Alibaba in China is spans real world and digital world. People remain filled with analog feelings in a digital world. All this places a premium onthose who can combine TQ (Tech Q), IQ and EQ (Emotion Quotient). Brands and stories will matter greatly since in the end its about people and‚we tell each other stories in order to live‛ (Joan Didion) and ‚we choose with our hearts and use numbers to justify what we just did‛ (BlaisePascal).2 .The future is less about marketing and more about facilitating self marketingPeople use search and social, to learn and speak to each other about products and services. They self market using people’s networks likeFacebook, blogs, Twitter, Yelp and much more. Clients must ensure that their Brands are easily accessible, responsive and broadly distributedin this world. Are you facilitating self marketing. In a transparent world authenticity is what matters. How can brands remain relevant andauthentic?3. Advertising will be less about messages and more about content curation, creation and distribution, and increasingly about utilities andservices.Acts not just ads will be key. Brands increasingly will develop digital products and services such as Amex open forum and Nike Fuel Band.Mobility, Participation and API’s (Application Protocol Interfaces) will allow new ways to tell stories, engage and deliver value to consumers.Experiences will rule.4.The future of TV will be even more but powerful will be very different and come from the slime (IP TV) and be multi-glass.Look at Amazon, You Tube, Netflix, Twitter (and their global equivalents) for where TV is going. Look at the app ecosystem that consumersare getting used to on their phones and tablets as a new way to engage with TV’s. Look at the 13 to 18 year olds who watch more Internet TVthan broadcast TV to see future behaviors. A world of on demand, multi glass (screens, devices like Google Glass and new wearablecomputing) , and full seasons released at one time. Glass will not just be connected to each other and to IP networks but to many of ourdevices like cars!5. The future will be about more access and less ownershipConsumers increasingly want access to content (Spotify, Netflix etc.) or things (Zip car etc.) rather than just ownership. This will also be true inthe world of big data. It will be how to access and combine rather than own the right data in real time to help deliver services and predictcustomer behavior. Finally. marketers will want to be both accessible and look to partners who can provide them with access to globalpartnerships and opportunities key6.Marketing a huge growth categoryThis is a growth game and not a share game as empowered consumers call for empowered marketing. To grow in a networked worldcollaboration and friends rather than ‚frenemies‛ (you are or you are not pregnant…odd this ‚frenemy‛ thing)The future world will not only make marketing more effective but will make brand-building story telling more compelling and to prepare for thishuge growth we are aligning behind three pillars of a) Commerce+, where marketing is commerce and commerce is marketing, b) NextGeneration Story Telling which leverage mobility, participation and API’s and c) Content (Creation, distribution and measurement across glasswhich in some cases will be screens, in some cases will be glasses like Google Glass, and in some cases will be devices like new iWatches) .The future of marketing will be bright. Now all of us marketers have to be bright enough in learning, re-inventing and collaborating to remainrelevant and truly unleash this potential!Ideas and insights from our laboratory of strategy architects,identity shapers, design gurus, web mavens, content experts andsocial media wizards...we invite you to join our conversation.
  • 27. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 27Simple Ways to Achieve a Brainstorming BreakthroughDesign, General | Adam Hansen | 04/23/13mmblog_brainstormAlthough brainstorming is an essential process, it’s not always an easy one. Snatching ultra-creative concepts out of thin air takes a uniqueapproach and mindset. At MM, we’re constantly kicking our brainstorming sessions into high gear to produce great work for our clients. We’dlove to share some of our favorite brainstorming techniques that will help you think outside of the box, while giving your productivity a rocket-like boost.Remember while brainstorming that there are no bad ideas. We repeat: there are no bad ideas. This is an old adage for good reason.Brainstorming should be used to get every last idea out of your brain and into the world„ all ideas should be welcomed and accepted,regardless of how wonky they may be. In a group, picking apart someone’s suggestions can quickly shut down creativity and stall the process.That’s not what brainstorming is all about.At MM we strive to create an open environment where no one is afraid to contribute and everyone is heard. Even if you think an idea is crazy,throw it out there. It often kickstarts someone else’s thought process or evolves into a viable concept later on.While brainstorming, surround yourself with items that will facilitate the process. A whiteboard is a great visual tool to collect all of your ideas,concepts, and drawings down in one place. It’s also an asset later when you start to pare down ideas and explore more specific possibilities.It never hurts to have something to doodle on while you think. Sometimes ideas manifest themselves visually, and a quick sketch will explainthe concept in a way that words can’t. Doodling allows your mind to wander and work on ideas subconsciously. If you’re not a doodler, usesomething else while brainstorming to help put your mind to work„here at the lab, our weapons of choice are Play-Doh and sketching tables.If you get stuck, call on other brainstorming exercises to get back on track. Word association is a great way to revitalize an idea session.Write down a few different words that can be associated with your project’s theme and branch off from them. The same could be done with animage„pick a photo or graphic and describe it. You might be surprised at how often these new descriptors can be readily applied to your ownideas.You could also jump-start idea generation by playing a game. Apples to Apples is a great example. It features cards with many words andphrases that you can apply to your work. It may result in some interesting ideas that wouldn’t otherwise come up. The electronic gameCatchphrase, is another way to get your brain out of the mundane muck of monotonous thinking.Don’t hesitate to step aside and take a break if your brain just isn’t functioning. As mentioned earlier, you work on problems subconsciously.You often produce better results absentmindedly as opposed to forcing yourself to plug away. Go get some food or grab a coffee. Working ona different project or in a new location is another great way to gain new perspective and inspiration.Introducing the New LinkedIn Contacts: A Smarter Way to Stay in TouchSachin Rekhi, April 25, 2013Have you ever wished for a personal assistant who reminds you when your colleagues are celebrating new jobs or birthdays? Or have youwanted to quickly pull up the last conversations you had with people before you head out to meet them?Today we’re proud to announce the launch of LinkedIn Contacts, a smarter way to stay in touch with your most important relationships. Withthis new product, we bring all your contacts from your address books, email accounts, and calendars together with the power of your LinkedInnetwork. Contacts is available both on as well as a brand new app for iPhone. Over the coming weeks, we’ll start sendinginvitations to try LinkedIn Contacts to a limited number of members in the United States.With the new LinkedIn Contacts experience, we’ve introduced features in three areas:Bring all your contacts to one placeLinkedIn Contacts brings together all your address books, emails, and calendars, and keeps them up to date in one place. From these sources,we’ll automatically pull in the details of your past conversations and meetings, and bring these details directly onto your contact’s profile.Never miss an opportunity to say helloGet alerted on job changes and birthdays in your network, a perfect opportunity to stay in touch. Also, you can set reminders and add notesabout the important people in your life.
  • 28. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 28Take it on your mobile deviceStay connected on the go. LinkedIn Contacts is available as a standalone app for iPhone, so you can stay in touch with your contacts whereveryou work.If you’d like to learn more or be one of the first to check out this new experience, visit to join our waitlist.Coke Runs First All-Digital Effort, Focusing on Teens and MobileBeverage giant debuts multi-year initiativeBy Christopher HeineApril 23, 2013, 1:48 PM EDTTechnologyCoca-Cola has emerged from an extensive round of teen panels and believes it knows what those kids want from the brand„fun, "snackable"digital experiences that center on mobile consumption over desktops. The beverage firm today unveiled "The AHH Effect" initiative with agencypartner Wieden + Kennedy that will eventually include dozens of digital games and other content based on their recent research.Pio Schunker, svp of integrated marketing communications at Coca-Cola North America, put the effort into historical perspective for the brandthis morning during an online presentation. "Very importantly, this is going to mark the first all-digital campaign by Coca-Cola," he said. "Andcritically, this signals a whole new way in which weve decided to create marketing content."Schunker added: "Mobile phones are [teens] lifelines. Its not that they dont watch TV. But mobile is their first screen."Seventeen digital experiences, such as games called "Ice Toss" and "Guide the Bubble," are live today via dedicated sites that involve imagesthat could be described as interesting if not random or even kaleidoscopic. To be clear, while Coke believes most of the activity will happen onsmartphones and tablets, the effort can be accessed from desktops. A digital media push involving 19 teen-friendly media partners like Alloy,Vevo, Buzzfeed, Facebook and Twitter will be in the offing, while a 15-second video teaser went live this morning.Whats more, Coke marketers envision this content-based strategy to be long term. "The goal is for this to be a multi-year campaign,"Schunker said.In the coming weeks, Coke will utilize paid and owned media via Facebook and Twitter to encourage teens to create their own software-basedexperiences for the brand. Out of the submissions, 25 will be selected to be included in "The AHH Effect" run. Eventually, there will be 61 suchexperiences with a dedicated destination„each new addition will add an "H" to the URL. So yes, the 12th experience will have a URLentailing a dozen Hs.Schunker explained, "We will be refreshing these 61 experiences and optimizing them throughout the year as well as in the future in a way thatwe hope will continuously tap into a teens desire for discovery, constant stimulation, novelty as well as recognition."
  • 29. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 29Twice a week, the brand will analyze the content while switching out mediocre performers for more-promising items. The content will bemodeled from a mobile-first perspective and attempt to appeal to modern teens famously short attention spans. To hear Schunker describe it,Coke is setting up a content lab focusing on teens and mobile."This is meant to be a constantly iterating campaign," he said. "We fully expect to end up in a completely different place compared to where westarted."Lastly, the campaign does have one small offline element. Beginning in May, Cokes 16- and 20-ounce products will feature "AHH" moments todrive fans to the URLs.Agency briefs must improveNEW YORK: Marketers need to improve the briefs they produce in order to get better work from their agencies, according to a new industrysurvey.Joanne Davis Consulting in New York gathered replies from 293 agency leaders around the world, asking them to rank clients on variousissues, including integration, procurement, compensation and agency consolidation.Assignment briefs, reported Advertising Age, were consistently highlighted as an area for improvement, with most agencies expressing adegree of frustration about their quality, and none able to report that briefs were always complete and focused.Some 53% of agencies said their briefs were complete but lacking in focus, and a further 27% found them incomplete and inconsistent. Just20% said briefs were complete and focused most of the time.One reason for this may be a dearth of strategic thinking in the marketing community, with a majority of agencies believing that clients abilitiesin this regard are at best "adequate" if not "limited". Only 3% rated their clients as excellent in this field.Few agencies, however, were beyond improvement on their own side. When asked how they could better meet clients needs, just 10% said nomajor changes were planned.But a quarter felt they needed more diversified expertise, while 34% wanted more diversified expertise and technology. In all, 31% said theyneeded more diversified expertise, technology and training.The findings of the survey echo a presentation given at Warcs recent Measuring Advertising Performance event. Jeremy Caplin of Aprais toldthe audience that good clients get great work from their agencies while poor ones do not.Caplin claimed that creative output from an agency is 37% better from the bottom to the top 10% of clients.Like Joanne Davis Consulting, he identified the quality of briefing as an area that was vital in the make-up of a good client. Others included theapproval process, timing and behaviour.Data sourced from Advertising Age; additional content by Warc staff , 26 April 2013Read more at from BIG DATA: A Revolution That Will Transform How WeLive, Work, and Think by Viktor Mayer-Schönberger, Kenneth Cukier.Computer systems currently base their decisions on rules they have been explicitly programmed to follow. Thus when a decision goes awry, asis inevitable from time to time, we can go back and figure out why the computer made it. For example, we can investigate questions like ‚Whydid the autopilot system pitch the plane five degrees higher when an external sensor detected a sudden surge in humidity?‛ Today’s computercode can be opened and inspected, and those who know how to interpret it can trace and comprehend the basis for its decisions, no matterhow complex.With big-data analysis, however, this traceability will become much harder. The basis of an algorithm’s predictions may often be far toointricate for the average human to understand.When computers were explicitly programmed to follow sets of instructions, as with IBM’s early translation program of Russian to English in1954, a human could readily grasp why the software substituted one word for another. But Google Translate incorporates billions of pages of
  • 30. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 30translations into its judgments about whether the English word ‚light‛ should be ‚lumière‛ or ‚léger‛ in French (that is, whether the word refersto brightness or to weight). It’s impossible for a human to trace the precise reasons for the program’s word choices because they are based onmassive amounts of data and vast statistical computations.Big data operates at a scale that transcends our ordinary understanding. For example, the correlation Google identified between a handful ofsearch terms and the flu was the result of testing 450 million mathematical models. In contrast, Cynthia Rudin initially designed 106 predictorsfor whether a manhole might catch fire, and she could explain to Con Edison’s managers why her program prioritized inspection sites as it did.‚Explainability,‛ as it is called in artificial intelligence circles, is important for us mortals, who tend to want to know why, not just what. But whatif instead of 106 predictors, the system automatically generated a whopping 601 predictors, the vast majority of which had very low weightingsbut which, when taken together, improved the model’s accuracy? The basis for any prediction might be staggeringly complex. What could shetell the managers then to convince them to reallocate their limited budget?In these scenarios, we can see the risk that big-data predictions, and the algorithms and datasets behind them, will become black boxes thatoffer us no accountability, traceability, or confidence. To prevent this, big data will require monitoring and transparency, which in turn willrequire new types of expertise and institutions. These new players will provide support in areas where society needs to scrutinize big-datapredictions and enable people who feel wronged by them to seek redress.As a society, we’ve often seen such new entities emerge when a dramatic increase in the complexity and specialization of a particular fieldproduced an urgent need for experts to manage the new techniques. Professions like law, medicine, accounting, and engineering underwent thisvery transformation more than a century ago. More recently, specialists in computer security and privacy have cropped up to certify thatcompanies are complying with the best practices determined by bodies like the International Organization for Standards (which was itselfformed to address a new need for guidelines in this field).Big data will require a new group of people to take on this role. Perhaps they will be called ‚algorithmists.‛ They could take two forms„independent entities to monitor firms from outside, and employees or departments to monitor them from within„just as companies have in-house accountants as well as outside auditors who review their finances.The rise of the algorithmistThese new professionals would be experts in the areas of computer science, mathematics, and statistics; they would act as reviewers of big-data analyses and predictions. Algorithmists would take a vow of impartiality and confidentiality, much as accountants and certain otherprofessionals do now. They would evaluate the selection of data sources, the choice of analytical and predictive tools, including algorithms andmodels, and the interpretation of results. In the event of a dispute, they would have access to the algorithms, statistical approaches, anddatasets that produced a given decision.Had there been an algorithmist on staff at the Department of Homeland Security in 2004, he might have prevented the agency from generatinga no-fly list so flawed that it included Senator Kennedy. More recent instances where algorithmists could have played a role, have happened inJapan, France, Germany, and Italy, where people have complained that Google’s ‚autocomplete‛ feature, which produces a list of commonsearch terms associated with a typed-in name, has defamed them. The list is largely based on the frequency of previous searches: terms areranked by their mathematical probability. Still, which of us wouldn’t be angry if the word ‚convict‛ or ‚prostitute‛ appeared next to our namewhen potential business or romantic partners turned to the Web to check us out?We envision algorithmists as providing a market-oriented approach to problems like these that may head off more intrusive forms ofregulation. They’d fill a need similar to the one accountants and auditors filled when they emerged in the early twentieth century to handle thenew deluge of financial information. The numeric onslaught was hard for people to understand; it required specialists organized in an agile, self-regulatory way. The market responded by giving rise to a new sector of competitive firms specializing in financial surveillance. By offering thisservice, the new breed of professionals bolstered society’s confidence in the economy. Big data could and should benefit from the similarconfidence boost that algorithmists would provide.External algorithmistsWe envision external algorithmists to act as impartial auditors to review the accuracy or validity of big-data predictions whenever thegovernment required it, such as under court order or regulation. They also can take on big-data companies as clients, performing audits forfirms that wanted expert support. And they may certify the soundness of big-data applications like anti-fraud techniques or stock-tradingsystems. Finally, external algorithmists are prepared to consult with government agencies on how best to use big data in the public sector.As in medicine, law, and other occupations, we envision that this new profession regulates itself with a code of conduct. The algorithmists’impartiality, confidentiality, competence, and professionalism is enforced by tough liability rules; if they failed to adhere to these standards,they’d be open to lawsuits. They can also be called on to serve as expert witnesses in trials, or to act as ‚court masters‛, which are expertsappointed by judges to assist them in technical matters on particularly complex cases.Moreover, people who believe they’ve been harmed by big-data predictions„a patient rejected for surgery, an inmate denied parole, a loanapplicant denied a mortgage„can look to algorithmists much as they already look to lawyers for help in understanding and appealing thosedecisions.
  • 31. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 31Internal algorithmistsInternal algorithmists work inside an organization to monitor its big-data activities. They look out not just for the company’s interests but alsofor the interests of people who are affected by its big-data analyses. They oversee big-data operations, and they’re the first point of contactfor anybody who feels harmed by their organization’s big-data predictions. They also vet big-data analyses for integrity and accuracy beforeletting them go live. To perform the first of these two roles, algorithmists must have a certain level of freedom and impartiality within theorganization they work for.The notion of a person who works for a company remaining impartial about its operations may seem counterintuitive, but such situations areactually fairly common. The surveillance divisions at major financial institutions are one example; so are the boards of directors at many firms,whose responsibility is to shareholders, not management. And many media companies, including the New York Times and the Washington Post,employ ombudsmen whose primary responsibility is to defend the public trust. These employees handle readers’ complaints and often chastisetheir employer publicly when they determine that it has done wrong.And there’s an even closer analogue to the internal algorithmist„a professional charged with ensuring that personal information isn’t misusedin the corporate setting. For instance, Germany requires companies above a certain size (generally ten or more people employed in processingpersonal information) to designate a data-protection representative. Since the 1970s, these in-house representatives have developed aprofessional ethic and an esprit de corps. They meet regularly to share best practices and training and have their own specialized media andconferences. Moreover, they’ve succeeded in maintaining dual allegiances to their employers and to their duties as impartial reviewers,managing to act as data-protection ombudsmen while also embedding information-privacy values throughout their companies’ operations. Webelieve in-house algorithmists could do the same.Opening the black boxThere are no foolproof ways to fully prepare for the world of big data; it will require that we establish new principles by which we governourselves. A series of important changes to our practices can help society as it becomes more familiar with big data’s character andshortcomings. We must design safeguards to allow a new professional class of ‚algorithmists‛ to assess big-data analytics „ so that a worldwhich has become less random by dint of big data does not turn into a black box, simply replacing one form of the unknowable with another.Copyright © 2013 by Viktor Mayer-Schönberger and Kenneth Cukier. Reprinted with permission of Houghton Mifflin Harcourt PublishingCompany. All rights reserved.Despite Reservations, Programmatic Buying Gains SteamBuyers and publishers struggle to get the info and control they need out of exchangesProgrammatic buying has begun to rewrite the way digital ads are bought and sold. Through demand-side platforms and real-time biddingexchanges, marketers are purchasing ad inventory through automated technology, which can allow for real-time response to customeractions„often at a lower cost than traditional ad-buying methods. However, both publishers and media buyers still have concerns aboutprogrammatic buying.Digiday and digital advertising technology provider OpenX surveyed media buyers and publishers in North America in February 2013 and foundthat 70% were already doing some programmatic trading. And 77% of those buying via programmatic means planned to do more of it in thenext 12 months.Not only are more media buyers using programmatic exchanges, but a good number are also considering moving to programmatic trading toreplace their direct relationships with publishers. More than one-third of media buyers said they were at least somewhat likely to do so. Andanother one-third seemed willing to entertain replacing their direct relationship with publishers with programmatic buying, but they wanted tosee the success of the method first. Only three out of 10 media buyers seemed certain they would not move entirely to programmatic buying.
  • 32. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 32For publishers, the concern around programmatic buying is a matter of protecting their pricing and brand image. Three-quarters of publisherssurveyed said that their biggest issue with programmatic trading was controlling cost per thousand impressions (CPM) and pricing. Additionally,publishers want to protect their relationships with media buyers; maintaining a direct relationship with buyers was a concern for over two-thirdsof publishers. Maintaining control over ad quality, and by extension, protecting the publisher brand itself, also ranked as a leading concern.When asked what part of the ad-sales process could be automated, publishers ranked reviewing an ad’s quality last. Only one-quarter thoughtthis aspect of ad sales could be automated, reiterating the importance publishers place on being able to review what goes alongside theircontent.While the cheaper pricing and better targeting upside of programmatic buying may be obvious for media buyers, they too have concerns aboutmigrating onto programmatic platforms. The greatest percentage (68%) wanted more data to inform bids. There was also significant interest inexposure to additional inventory.In terms of what features publishers look for when choosing an ad server to use for their programmatic trading operations, yield optimizationwas most important to publishers, at 88%. Eight out of 10 also wanted to be able to set price floors based on which buyer or segment wasmaking a purchase„a preference borne out of anxiety about losing pricing control.Read more at Ways Businesses Use Big Data to Improve PersonalizationAdria Saracino | April 23, 2013
  • 33. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 33Big data has careened onto the scene in a major way, promising huge rewards: McKinsey Global Institute estimates that employing big dataknowledge could net the U.S. healthcare system somewhere in the neighborhood of $300 billion in value on an annual basis. By the sameestimate, industries that rely on personal location data (such as cellphone triangulation information) can expect to see consumer surplus rise tothe tune of $600 billion when they look to big data for results.Consider for a moment both the enormous scale of these estimates and IBMs claim that nearly 90 percent of the worlds data has beencreated in the last two years, and at least one thing is clear: big data is huge. Given the enormity of the data sets that comprise the field andthe logistical (and sometimes touchy) issues that accompany its use, is it any wonder that big data has come to be regarded as a resourcebest utilized by only the largest companies, the Googles and Microsofts of the world?It is no secret that these big data pros are whizzes at utilizing big data results to create opportunities. However, smaller businesses miss anopportunity to experience their own share of success in this emerging field when they decide that big data is too big for them to tackle. Hereswhy this constitutes a missed opportunity:Using Big Data Results to Improve PersonalizationOne of the great ironies of big data is that it can be used to make commerce experiences feel smaller and more intimate to customers. This, inturn, may positively impact purchasing experiences and deepen customer relationships and brand loyalty. Mining the treasure trove that is bigdata has tremendous potential for smaller companies to improve customer experience through personalization.Consider for a moment Amazons personalization strategy, which many consider to be the go-to example of personalization strategies thatwork. As you are no doubt aware, Amazon relies on wish lists, browsing histories, and purchasing history to create individualized productsuggestions. "The worlds largest marketplace" feels smaller when the online store remembers your name, and that the last time you wereshopping you were in the market for leather gardening gloves (size medium, please).Here we take a look at several of the most interesting (and effective) strategies that organizations (businesses and government organizationsalike) employ to improve personalization:Improve User Experience With Personalized Ads, Products, and ServicesAnaconda Sports, a successful sporting goods retailer, found itself stuck with an inefficient and costly e-commerce platform that had a lot ofissues:It could not store customer information, which meant that customers had to reenter information each time they visited the site.Their platform didnt provide a unique experience for their customers based on that customers individual preferences and buying history.Customers who had questions about an orders status had to call customer service rather than looking the status up online.In order to remain relevant in todays competitive online retail market, Anaconda knew that it needed to make a change (as cited in the abovecase study).The solution came to the retailer in the form of Amazons Webstore. Previously, the company was providing even repeat customers with aclunky and anonymous online buying experience. Opening an Amazon Webstore (which is an independent store outside of allowedAnaconda to develop the type of efficient online store it needed.Perhaps most importantly, Anaconda can now place Amazon Product Ads, which target sports shoppers searching However,when someone clicks on an Anaconda ad on, they are taken directly to the Anaconda Webstore. In doing this, Anaconda is able touse Amazons big data by targeting customers searching specifically for sports gear, while still maintaining its identity as a small online store.As reported in the above case study, since making the move to the much more personalized Amazon Webstore, Anaconda is experiencing ahigher ROI. It reports that the conversion rate from Amazon Product Ads is three times higher than the conversion rates from other onlineadvertising streams that they use. Director of e-commerce at Anaconda, Rob Meyer, reports that the company is "reaching more shoppers,generating more revenue at a lower cost-per-click, and earning a much higher ROI."In the long run, this is huge for small businesses, as it puts the big data from corporations like Amazon at their disposal. The overwhelmingamount of Amazons big data isnt a problem here either, because Anaconda is able to tap into only the niche market it needs: sports gearconsumers. In a situation like this, small businesses are able to maintain the best of both worlds: big data from big corporations and a smallbusiness feel.Crowdsourcing Leads to Smart Business DecisionsModCloth began as a small fashion venture in an even smaller dorm room. Since then, the company has expanded - seriously, seriouslyexpanded. The online clothing retailer, which is known for its eclectic vintage and indie fashion, currently attracts over five million unique
  • 34. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 34viewers each month. However, even though it is one of the fastest growing online clothing retailers, the shopping experience it provides feelsanything but anonymous. And thats the whole point.While ModCloths selection of trendy and unique womens clothes certainly has buyers impressed, it is the companys innovativepersonalization strategies that turn heads in the marketing world. ModCloths brand of personalization relies on involving its loyal customers atnearly every level of the company through crowdsourcing strategies that get customers talking, both to one another and to the company.At its core, ModCloths personalization strategy is to knock out the barriers between customer and company, thereby creating an intimateonline retailing experience. Take, for example, the "Be the Buyer" program, which asks shoppers to vote on a given product and decide if theywould "pick it or skip it." Items with high pick rates are tagged as "Be the Buyer Picks."Not only is this an innovative and fun way to introduce visitors to new items, but it also yields mountains of valuable information (an average of6,786 customers vote in each "Be the Buyer" poll) about buyer preferences and helps the company make valuable predictions about what willsell and what should be cut. If everyone is suddenly "skipping" all of the peplum products, thats information that ModCloth wants to know andact on, before it is stuck with mounds of peplum dresses languishing in the warehouse.ModCloth is a great example of a company that has integrated the collection of big data into its marketing strategy seamlessly. Big data ispart and parcel of what makes the ModCloth buying experience feel unique. The dialogue that develops between brand and customer isvaluable to both parties: ModCloth knows what its customers want and its customers can easily see that their input informs the brandsinventory. Its a win-win.Prediction Leads to ImprovementBig data allowed the struggling school system in Mobile County, Alabama to make some big changes in the way that they reach out to at-riskstudents. Like many struggling school systems, Mobile had a problem with students dropping out of high school at an alarming rate: prior to2011, the dropout rate was 45 percent. This wasnt good for the students and it wasnt good for the community.In order to find a solution to the complex problem of attrition rates in Mobile, the school system looked to big data to tell the story of theirstudents in a unique way (as outlined in this case study). What they found was surprising: when they looked at the data sets they noticeddistinct trends and patterns. For example, they found that suspensions and serial absences frequently preceded a students decision to dropout. This knowledge allowed the school to flag students displaying these risk signs and make sure they made targeted efforts to keep thestudent in school.Using data from across the entire school system, including attendance records, test scores, and disciplinary histories allowed the schoolsystem to gain a unique insight into their students. Looking carefully at the whole student body over time actually allowed the school system tocreate a much more personalized strategy to keep kids in school.And they have some serious results: since beginning their big data experiment, Mobile now has a 70 percent graduation rate, as well asacross-the-board test score improvements.The TakeawayMarketers are always looking for ways to deepen customer loyalty and improve user experience, especially in the face of fierce competition.Big data is perhaps the most important way to create a user experience that treats customers in the way that they want to be treated - likeindividuals. Big data pros have known that data tells a story for a long time, and if you listen properly, your data will tell you vital informationabout your customers and clients.
  • 35. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 35The Rise of the Term Glasshole, Explained by LinguistsRebecca Greenfield 6,702 Views Apr 22, 2013With all the lucky first Google Glass owners now starting to receive their wearable face computers in the mail, we are already seeing a rise inthe "glasshole"„an endearing term used to describe people who do not use the gadgets in socially acceptable ways. Even before there wereso many Glass wearers out in the wild, "glasshole" had started to catch-on beyond the tech-set. After first appearing in TechCrunch in January,it was selected as the Urban Dictionary word of the day in March. Then, just the other day Business Insider sanctioned it as the "new word todescribe inconsiderate Google Glass users." Or, in the words of Bruce Schneier the legendary computer security expert: "Were seeing thebirth of a new epithet, glasshole." But, how did "glasshole" get the honor of representing all the terrible Glass wearing humans out there, whynot glasswipe or glasshat or, something completely different, like Google Jerkbots?"Theres a reason glasshole came first „ its more intuitively obvious," linguist Ben Zimmer told The Atlantic Wire. Asshole is a much morecommon term than asswipe, asshat, or assface. Even as I type, the little red typo line appears under those other terms, but even myspellchecker is familiar with the a-word. Linguist Geoffrey Nunberg chronicled the rise of the term above the rest in his book Ascent of the A-Word. "Within a generation the asshole had become a basic notion of our everyday moral life, replacing older reproaches like phony, lout andheel with a single inclusive moral category," he writes on his site. First used as GI slang during World War II, the term became ubiquitous in justa few decades. "By 1970 it was found across the culture, in country and western songs, the movies of Clint Eastwood and Woody Allen, theplays of Neil Simon, and the essays of Tom Wolfe," writes Nunburg.Asswipe, on the other hand, didnt appear until 1953 in the Saul Bellow novel The Adventures of Augie March. "You little asswipe hoodlum!"wrote Bellow. And it still doesnt quite have the pervasiveness of asshole, despite being the punchline of a Saturday Night Live skit aboutpeople who have it as their unfortunate last name. ("Uh.. listen.. thats Os-wee-pay," Nicholas Cage says at the end of the skit.) Thats perhapsbecause its a wussy version of the word. "The endings -wipe and -hat are just alternate ways of pronouncing asshole when you cant sayit," Nunberg, who teaches at the UC Berkeley School of Information, told the Atlantic Wire. That also explains why glasshole and not glasshattook off. "You can say glasshole without violating the taboo on saying asshole, so why go to -hat or -wipe?" he added. "Why be coy aboutit?" (Nunberg also points out that the same phenomenon happened with devotees of the cultish EST seminars. People used to describe them asestholes„not estwipes.)Further, there is a linguistic reason to choose glasshole: all the glass + ass profanity mixtures are what linguists call satisfying blends becausethey derive from two words whose sounds overlap, as another linguist explained back when we pondered the hatred toward the word "phablet,"which is an unsatisfying blend. All the Glass + wipe, hat, hole, etc work as these blends. But glasshole is more obvious than the others becauseit has been used in other blend combinations before. "Asshole has already generated other similar blends, notably Masshole as an epithet foran inconsiderate Massachusetts driver," Zimmer explained.But, this most recent linguistic phenomenon isnt just about familiarity: Asshole so perfectly encapsulates what it means to be a Glass wearingfreak. The a-hole term denotes a certain inauthenticity, as Nunberg explains in his book:
  • 36. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 36Inauthenticity is implicit whenever we speak of a sense of entitlement, another phrase that entered the American idiom around the timeasshole did. ... The connection is intrinsic to the idea of the asshole, who imagines that his role or status gives him privileges that aren’t reallyhis to claimGlasshole fits right into that: There is nothing less "authentic" than someone with the cyborg-looking things on their faces. (Trust me, I saw aguy with them sitting outside at a cafe: He looked different in a not-human kind of way.)But even more than that, the glasses bestow "status" and "privileges that arent really to his claim." First of all, the technology is a statussymbol in and of itself, since only a limited number of people "won" the the opportunity to buy the $1,500 devices. The first person to use theterm loosely defined a glasshole as "that know-it-all guy youve always hated, only now hes got 4G and Google+ connected to his face." Inother words, the type of person who would want to wear Glass is a know-it-all„who probably does not know it all„and now he or she hasaccess to the Internet, thus making an otherwise entitled person that much more entitled. In another example, Schneier invoked the term todescribe someone using the glasses to cheat in Scattergories. Glass specifically gave this person "privileges" (ie. a database for cheating) thathe did not deserve.There seems to be another reason, though, that people want to call Glass users a dirty name: the device is designed to allow even more of thekind of online interaction that has already reduced actual human social interaction. Thats why Ryan Lawler employed the term over atTechCrunch earlier this year„he suggested glassholes would watch YouTubes while pretending to have conversations, which would clearly berude. It turns out, however, thats not exactly what has happened. Rather, people just zone out while wearing Glass. Theres even a name for it,as The New York Timess Jenna Wortham explained on her Tumblr. "People in the Valley have coined a term for the weird, half-consciousexpression that Google Glass wearers get on their faces when they are concentrating on doing things with the tiny little screen inside theirglasses," she writes. "They call it glassed out," she continues.That behavior doesnt sound evil or anything. But its potentially rude and mostly just distasteful because having a computer attached to ourfaces differs so much from social norms, as explained here and here. Because of the need to explain the general weirdness that will emergewith the Glass wearing culture, I suspect, the glasshole derivatives, such as glasswipe and glasshat and glassface et. al might start to catch on,too. Plus, writers are going to need synonyms for all the jerks running around with Glass on their heads.Programmatic ad drive works for FordDEARBORN: Ford, the automaker, has extended the scope of its programmatic ad buying beyond digital display formats to encompass onlinevideo, in an indication of the rising importance of this approach.Erica Bigley, Fords digital media manager, told AdExchanger it only recently began purchasing video ads via the programmatic route, but spentfar longer collecting the necessary background information."We have so much robust data that were sitting on. Its taken the past two years of constantly evolving how were looking at that and howwere using it," she said.The company has learned, Bigley continued, the importance of "putting it [video] in the correct data sets hands, and making sure that itscontextually relevant."Programmatic has allowed us to clearly define our swimming lanes," she explained. "Whos going to buy what, to ensure that we are notreaching one consumer 75 times and then missing out on the key consumer we should have been speaking to."Bigley then elaborated on Fords use of data: "In most cases well buy multiple data sets and run them through programmatic buying, so we cantell which one performs better than the other one."The objective of this approach was not necessarily to establish the best data set, but to uncover new insights. For example, "we may havethought our target was women 18 to 34, but actually it looks like men are responding to us more," said Bigley.From there, it was then possible to develop a detailed approach. "Say Message A didnt work against that data set but Message B workedbetter, so obviously this consumer is far more interested in fuel-efficiency messaging over quality messaging," Bigley said."That makes a tremendous difference when you can granularly target your message that way," she continued.For the future, Bigley suggested that major issues included "viewability" and cross-platform metrics, adding: "Eventually, we want to be able todirectly compare how our broadcast is performing compared to how our online video is performing."Thats going to help when we start to segment out our video compared to what we do from a brand perspective, compared to what we dofrom a retail perspective."
  • 37. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 37Data sourced from AdExchanger; additional content by Warc staff , 23 April 2013Read more at Keen: Globo foi estúpida e imprudenteFamoso crítico da web 2.0, o escritor britânico dá sua opinião sobre a estratégia do grupo de retirar os links das matérias do Facebook22 de Abril de 2013 “ 16:07+ Andrew Keen, autor do livro O Culto do Amador, conversou com o Meio & MensagemPor Isabella LessaA decisão das Organizações Globo em restringir o uso de uma das principais redes sociais do mundo ressuscitou a longeva batalha entreveículos tradicionais e novas mídias. A estratégia, segundo a empresa, baseou-se em estudo no qual o Facebook figura como o principalmotivo de queda de audiência de suas plataformas digitais.A medida, tomada em 8 de abril, contradiz as estratégias de muitas das grandes empresas de conteúdo mundo afora e foi alvo de críticas dopúblico e de analistas. Entre eles, o britânico Andrew Keen, autor do best-seller O Culto do Amador. Ainda que o historiador e cientista políticoseja conhecido por suas fortes críticas à web 2.0 ” a qual chama de utopia comunista ”, ele reconhece que veículos precisam dialogar com asredes sociais. Confira a seguir sua entrevista e veja a íntegra desta matéria, com opiniões de nomes como Mariela Castro, Nicco Mele e outrosespecialistas, na edição 1556, de 22 de abril, exclusivamente para assinantes, disponível nas versões impressa e para tablets do Meio &Mensagem.MEIO & MENSAGEM ›› Há estratégias que grandes empresas de mídia possam adotar para lucrar por meio da divulgação de conteúdo nasredes sociais?ANDREW KEEN ›› Não, porque as redes sociais são um espaço para a publicidade e as pessoas não pagarão por elas. Os veículos podemanunciar, mas não existe um modelo de negócios para que haja essa forma de monetização.MEIO & MENSAGEM ›› Em 2010, a Reuters proibiu que furos de reportagem fossem publicados no Twitter. Você conhece outros exemplos deempresas que tiveram uma reação parecida?ANDREW KEEN ›› É uma boa questão. Discordo da forma como a mídia pensa que o Google está lucrando (referindo-se à polêmica envolvendojornais e o agregador de notícias da empresa). O The Times, por exemplo, publica manchetes para conseguir aumentar a audiência, mas nãodisponibiliza o conteúdo de graça. Espero que a Reuters tenha mudado de ideia. E aconselho a mídia que não se comporte de forma tãoestúpida.MEIO & MENSAGEM ›› Como você avalia a posição da Globo quanto à estratégia de tirar os links do Facebook?ANDREW KEEN ›› Estúpida e imprudente. O Facebook é um pote de mel, um lugar para atrair views. Inclusive acredito que o Facebook deveriaacordar e cobrar para que as empresas mantenham suas páginas. Quanto à atitude da Globo, sou bastante crítico. O Facebook não é umsubstituto para as mídias tradicionais. Se a empresa publica pequenos teasers nessas mídias, encoraja as pessoas a acessarem o conteúdo, eisso é positivo.MEIO & MENSAGEM ›› Você acredita que outras estratégias digitais, como o paywall, substituem a atuação em redes sociais?ANDREW KEEN ›› Sou totalmente a favor do paywall, por exemplo. No Finacial Times você pode acessar o conteúdo de graça e depois de umtempo se paga. Mas Rupert Murdoch cortou o jornal das mídias sociais (quando instalou seu paywall junto ao The Sun). Tem de haver um mix.Se você ignorar a plataforma digital, estará cometendo suicídio. A solução é usar essas plataformas para colocar manchetes e alavancaraudiência. Isso funciona não só para os jornais, mas para qualquer tipo de negócio. Os jornais devem criar novas estratégias.Leia Mais: MediaVest, Twitter Reach Upfront TV Data Dealby David Goetzl, Yesterday, 3:39 PM
  • 38. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 38The upfront concept continues to expand. With the NewFronts moving into year two, Twitter has reached a first upfront deal with StarcomMediaVest Group (SMG), which covers both inventory and data access.SMG gains preferred opportunities with Twitter ad products, such as Promoted Tweets, accounts and trends (and possibly others indevelopment).Just as prominent is the opportunity to tap into proprietary Twitter data to analyze how TV and Twitter impact one another and forces drivingan ecosystem of paid, earned and owned media.Lisa Weinstein, SMG president in global digital and analytics, referred to the deal as ‚inventory-plus.‛Unlike most TV upfront arrangements, the agreement covers multiple years. SMG has had a lengthy relationship with Twitter and is on path tobecome the social media network’s first ‚certified‛ agency.The two will work together to create a ‚Social TV Lab‛ that will deliver insight into how TV viewing might impact Twitter activity and vice versa.It’s clear the two have a reciprocal relationship, but Weinstein said: ‚We want to be able to better quantify what that is.‛Insight gained there could have broader implications for SMG’s efforts to better allocate dollars toward paid, earned and owned mediachannels. The group calls the concept ‚convergence modeling.‛Certainly, Twitter can provide unending data that can allow marketers to shift strategies and budgets in near real-time. ‚We’re collaborating onhow we better quantify the overall value of this 24/7 world,‛ Weinstein said.Read more: Bezos Secrets to High Conversion RatesBryan Eisenberg | April 19, 2013 |If you do business, online or traditional business, I hope you took the time to read CEO Jeff Bezos 2013 shareholder letter.In it he shares this tidbit:"Our heavy investments in Prime, AWS, Kindle, digital media, and customer experience in general strike some as too generous, shareholderindifferent, or even at odds with being a for-profit company. Amazon, as far as I can tell, is a charitable organization being run by elements ofthe investment community for the benefit of consumers, writes one outside observer.But I dont think so.To me, trying to dole out improvements in a just-in-time fashion would be too clever by half. It would be risky in a world as fast-moving asthe one we all live in.More fundamentally, I think long-term thinking squares the circle. Proactively delighting customers earns trust, which earns more businessfrom those customers, even in new business arenas. Take a long-term view, and the interests of customers and shareholders align."The reason many companies struggle is because of the metrics they choose to focus on. Since the early days of online marketing, people havebeen obsessed with traffic and H.I.T.S. (how idiots track success, as it is often called). If youre shaking your head about this one, so am I.Roy Williams, the "Wizard of Ads," shared a similarly brilliant insight from one of his fastest growing retail clients in his Monday Morning Memo:I asked, "How is traffic trending? Are we ahead of last year?""Roy, I dont measure traffic.""Youre kidding.""Last week one of my salespeople made 63 sales presentations and closed only 24 of them. That tells me 39 people bought somewhereelse. And right now theyre telling all their friends why they bought where they did. Theyre showing off their purchases and explaining why theydidnt buy from us.""Good point.""That salesperson is no longer with us."
  • 39. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 39"Youre really serious about this.""Todays close rate is the most reliable indicator of tomorrows traffic. When close rate is high, traffic increases. When close rate begins toslide, traffic soon begins to slide as well."The same applies online!How is your conversion rate trending?Please allow me to make a suggestion to you. You dont have a traffic problem, you have a conversion problem!I have been advocating since the mid-90s, and in this column since 2001, that "conversion rate is a measure of your ability to persuade visitorsto take the action you want them to take. Its a reflection of your effectiveness and customer satisfaction. For you to achieve your goals,visitors must first achieve theirs."When a visitor comes to your website prepared to buy - not everyone will buy right away, of course - and isnt converted by your salesprocess, she is likely to buy from one of your competitors. When she brags to her friends about what she bought and who she bought it from,it wont be you she raves about. Its the customer experience that matters.Can you tell me why the consumer shouldnt have bought it from you if she came to your website?P.S. If you want to improve your customers experience and increase conversion rates, please check out how to master your conversion rateoptimization, and why it must be your CEOs responsibility to increase conversion rates.How Will Google Glass Change Internet Marketing?Jayson DeMers | April 16, 2013For all the hype about Google Glass, not much has been said about how its going to change Internet marketing.Could it be that for all our gadget drool, were overlooking what could be the biggest Internet marketing explosion of the decade? Or willGoogle Glass even make a ripple in online marketing?Lets look at some possible outcomes, lay out the facts, and propose some ways you can be ready for the rollout of Google Glass, and theimpact it will have on the Internet marketing world.Possible OutcomesFor the best perspective on this question, its best to take a step back and consider Googles marketing strategy. Obviously, Google isnt goingto divulge whatever marketing secrets they have for their tricked-out glasses. The nearly-$1,500 price tag is a sign that theyre not giving themaway for free.But isnt there more to it than just selling glasses? How might Google capitalize on Google Glass beyond the first wave of sales?Its a tricky question for several reasons.
  • 40. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 40Google Glass is unlike anything that Google has done before. Come to think of it, its unlike anything that anyone has ever done. Humankind istreading into an area of vague outcomes.There is so much potential for Google Glass that its hard to get our head around all the possibilities.There are a few options.Google has no bigger marketing plans. Its just a cool gadget. Its just technology. Lets take Google at their word and believe the Google repwho said, "Were more interested in making the hardware available, [than advertising on it]." That would be nice. Google may not be completelyaltruistic, but they may indeed have a pure desire to advance technology in the world today.Google Glass will fizzle and die. Some people seem to think weve reached the utopia of technology: "Sooner or later [Google Glass] willbecome a staple in our daily lives," writes one zealous technophile. Then again, maybe not. Forbes contributor Rob Asghar pessimisticallyprognosticates, "Google Glass seems a longshot to endure past the early fascination of the early adopters." Maybe the Glass will join theGoogle graveyard alongside Google Reader, Buzz, and iGoogle.Google will use it for advertising. "At the moment, there are no plans for advertising on this device," said Babak Parviz, lead engineer on theGoogle Glass project. Operative word: now. Babak said so in a December 2012 interview. Thus, there might be some future chance atadvertising revenue. Todd Wasserman at Mashable has suggested that Google Glass will provide coupon offers, personalized ads, andgamification¬” in other words, advertising on spectacle steroids.Google is going into gaming, or something else entirely. During the interview cited above, Babak spoke opaquely of "augmented reality."Augmented reality is the realm of gaming. Though Google isnt exactly known for their games, maybe theyre trying to edge into the marketwith augmented reality hardware. This, however, is unlikely. Perhaps when the API comes out and Google releases developer kits, then thegamers will jump in and have their heyday. But augmented reality glasses arent just the domain of gamers. Those who are itching to get a pairof glasses are excited about using them as politicians, adventurers, farmers, performers, service personnel, military, medical professionals, andnearly every other field of labor known to humankind. Just like we can all think of some way to make a smartphone useful to anyone, so we canimagine that Google Glass will have a similar impact.Maybe Google is just innovating the future again. As Babak plainly stated, "We constantly try out new ideas of how this platform can be used.Theres a lot of experimentation going on at all times in Google."And maybe thats the whole point. Its not like Google has exactly cashed in on unmanned cars (yet). Its probably safest to predict nothing,while still expecting the technology to shift and shape our world.Such shifting and shaping is unpredictable. Consider this. Youre wearing your Google Glasses, riding the subway downtown with friends. Yousay the words "hungry" and "dinner," and your Google Glasses inform you that Molinari Delicatessen is a few minutes away at the Broadway &Grant Avenue station. Plus you get a free drink for just checking in on Foursquare. Is that advertising? Is that an invasion of privacy? Werentyou just talking with friends?Things can get a little blurry.3 Back-to-Reality FactsProphesying aside, what do we actually know about Google Glass? Is there anything that we are confident will happen? There are at leastthree.At-a-Glance Search ResultsForget having information at your fingertips. With Google Glass, youve got it at a glance, quite literally. Google Glass responds to voicecommands and queries, meaning that users can easily gain results for questions about nearby restaurants or other local establishments. Thiswould provide very little new in terms of search results, but would instead provide a different interface for results, and perhaps moreinstantaneous searching while on the go.Location-Specific SearchesThe technology of Google Glass will make it possible to look at a restaurant, check out their rankings, view their menu, find out if there isseating, and maybe even snag a coupon code, all the while dawdling on the sidewalk out front. Google Glass is primed for on-the-spot activity.Theres no hidden agenda here. Google proudly announces that their spectacles will provide "directions right in front of you" for driving,walking, or just knocking about town.More Social Interactivity
  • 41. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 41Google Glass will play directly into social networking. One of the main features of the device is taking pictures and videos, and sharing them.Such sharing will provide instant marketing, negative or positive, for whatever establishment or event the user is at. Social reviews will alsoregister on search results, giving users a better perspective on whether they want to patronize a certain business establishment.Get Ready for Google Glass: A StrategyIf you read this article expecting to get to the Google Glass gold rush early, you might be disappointed. Theres not exactly a gold rush goingon. Nevertheless, there is some rock-solid advice for how to posture yourself and your business for the unleashing of Google Glass.Stick closeto Google. It pays to keep your ear to the ground about Google trends and developments. What happens in the Googleplex is crucial to yourmarketing future. As much as we may dislike it, we rely on Google for a lot. When they flinch, we scramble. Thats all there is to it.Keep your Google+ profile robust and active. One obvious trend that will impact all things search related is Google+, along with authorship andAuthor Rank. Stay plugged in to it. Google+/Local results will be immediately accessible to Google Glass, meaning that you want to get in onthose searches.If youre a local company, focus in on local search results and social media. Google Glass is a geospecific marketing tool. Dont get left behind.Furthermore, there is talk of other social sites like Twitter amping up their efforts to get in on the Google Glass action.Google Glass is going to be here in just a few months. Dont expect a tsunami of change all at once. Instead, wait, watch, and listen. GoogleGlass will probably stick around for a while. Somehow, some way, Google Glass and Internet marketing are going to meet up for a magicalconnection. You want to be ready.BII REPORT: Why Mobile Video Is Set To ExplodeMobile video has exploded for a few main reasons. One is the rollout of faster 4G LTE wireless networks, which support on-the-go videohabits.A second reason is that younger audiences are adopting mobile video habits very quickly.
  • 42. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 42Another is the spread of tablets. Devices like the full-size iPad and Kindle Fire „ with their nine or 10-inch high resolution screens „ areemerging as consumers favored video playback devices. The tablet owner is therefore emerging as a hotly pursued target for mobile video.In a new report, BI Intelligence breaks down the mobile video ecosystem, analyzing the behavior and devices behind the growth in consumption,examining the demographics and behavior of mobile video consumers, detailing how mobile video monetization is booming, and looking atpotential barriers to mobile videos continued rise.Access the Full Report By Signing Up For A Free Trial Today >>>Heres a brief overview of how tablets are driving an explosion in mobile video:Tablet use peaks in the evening hours and weekends, when households historically have gathered around TV sets: Tablets are also family-friendly and are often shared by parents with their children. Because tablet users watch video according to patterns similar to those oftraditional TV audiences, they are easier to understand and target for marketers and broadcasters who are already comfortable with the worldof TV. For example, tablet video viewers tend to spend most of their time on longer videos.Video is one of the main reasons people use tablets: comScore consumer data for 2012 shows that two video-related activities „ playingvideos and sharing them „ are among the top ten favorite things to do for tablet users. For smartphone users, neither activity cracks the top-10 list.Tablet users tend to have higher conversion rates than those on smartphones: This has already been borne out in the context of search adsand e-commerce, and the touchable surfaces and larger screens suggest that tablet video ads would enjoy the same benefit.Tablet owners are far more likely than the average U.S. consumer to disconnect their pay TV subscriptions: They are far more likely to usealternative streaming and download services like Hulu, Apple TV, iTunes, Netflix, and Google TV, according to a January 2013 survey fromMorgan Stanley.Among younger viewers in the U.S., millennials aged 14 to 23, tablets are nearly as popular for watching TV shows as Blu-rays or DVDs:Twenty-five percent of respondents in this age group say they watch TV shows on tablets everyday or weekly, compared to 24 percent whodo so on DVD or Blu-ray, according to Deloittes State Of The Media Democracy survey conducted in late 2012.Read more: to DVR and Streaming Services, Binge TV Viewers AboundAPR 18, 2013PrintEmailFree NewsletterUsing an online subscription services is the top method for binge TV viewingAdvancements in cable television and digital video streaming have made it increasingly easy for consumers to watch TV content on their ownschedules. With technologies like DVR and video on-demand (VOD), they can catch up on their favorite shows or watch commercial-free whenthey please. Also, streaming services like Netflix have made it all the easier for viewers to watch just one more episode„and then one more„from the comfort of their home.A February 2013 study by market research firm Harris Interactive looked at how consumers used TV advancements to watch when they wantand ‚binge-view‛ TV content. According to the findings, nearly eight out of 10 US adult internet users watched TV on their own schedule. Ofthose consumers, 41% did so through a cable or satellite on-demand service. Forty percent did so through a web-based streaming service likeHulu, Hulu Plus or Netflix. Thirty-seven percent used a recording device like TiVo or DVR, and 29% watched physical DVDs.
  • 43. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 43Of those who have watched TV on their own schedule, Harris reported that62% watched multiple episodes of a TV show in succession, also known as ‚binge-viewing.‛ Younger consumers were more likely to watchmultiple episodes in a row than their older counterparts„78% of 18- to 29-year-olds binge-viewed and so did 73% of 30- to 39-year-olds,compared with 58% of 40- to 54-year-olds.In terms of the content they binge on, the greatest percentage of respondents (22%) told Harris they did so with older shows or past seasonsof current shows, compared with only 12% who did so with current seasons of shows.Global entertainment research firm MarketCast also examined the binge-view phenomenon in February 2013 and found that most US TVviewers (63%) had used an online subscription service (like Netflix) to binge-view TV. Moreover, 41% said that online subscription services
  • 44. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 44were their primary method for doing so. A little more than half of TV viewers said they binged via a network or cable website, yet only 15%said that was their primary method for binge-viewing. Forty-four percent of TV viewers binge-viewed with DVR, yet like TV websites, only 15%used it as their primary method.Broadcast and cable TV networks are thinking about how to capitalize on this phenomenon in a smart way. From offering catch-up streamingsessions on their websites, to launching subscription-based portals like HBO Go, it’s an area that could potentially benefit both the network andthe consumer. Jesse Redniss, SVP of digital at cable television channel USA Network, told eMarketer: ‚Consumer habits are moving towardaccessibility of where they want it, when they want it and how they want it.‛ He went on to explain how USA has launched programs toencourage marathon viewing or catch-up viewing before a big episode or a show’s premiere.Prior to its premiere of season two of ‚Suits,‛ USA ran a ‚catch-up stunt,‛ and made season one’s episodes available for streaming on Huluand, as well as on VOD. According to Redniss, the stunt drove an increase of close to eight million views of the ‚Suits‛franchise. In terms of catch-up viewing, 60% was via VOD and 38% was via streaming„either on Hulu or USA’s site. ‚Those results havereally made us think about how we are bringing in new viewership and how we are talking to our fan bases and using them as brandambassadors to help market our shows,‛ Redniss said.Read more at pula anúncios em vídeos onlinePesquisa entre internautas brasileiros mostra que 65% evitam propaganda no YouTube e 60% consideram as peças ‚chatas‛17 de Abril de2013 “ 14:09Estudo realizado pela agência de mídia online Hi-Mídia em parceria com a empresa de pesquisa digital M.Sense mostra que 65% das pessoasque assistem a vídeos online pulam as propagandas e somente 38% procuram o site do anunciante após ver o filme. O trabalho investigouhábitos de consumo audiovisual na web e entrevistou 300 usuários de internet em diversas regiões brasileiras entre janeiro e fevereiro.O YouTube é o portal mais citado, com 94% dos respondentes declarando o site como principal destino para ver vídeos. Essa porcentagemestá muito à frente do segundo lugar, o Google Videos, mecanismo de busca da própria empresa dona do YouTube, com 28%. Cerca de 27%afirmaram assistir a vídeos de redes sociais, 20% no Yahoo!, 18% na MSN e só 2% afirmaram não ver vídeos na internet.Clipes musicais e vídeos de shows são os campeões de audiência, com 72% procurando por esse tipo de conteúdo, seguidos de vídeosengraçados, com 64%; filmes, com 47%; noticiário, com 42%; trailers e documentários, ambos com 41%; entrevistas, com 37%; e tutoriais,com 36%. O curioso é que 60% desconhecem a existência de canais de conteúdo produzidos especificamente para o YouTube.Antes de realizar uma compra, 58% dos entrevistados procuram por informações do produto em vídeos. Por outro lado, a relação comanúncios não é das melhores. Além dos 65% que pulam a propaganda, 60% consideram chatas as peças que antecedem os vídeos. Cerca de18% dos entrevistados desistem de assistir ao vídeo que aguardavam por causa de anúncios.
  • 45. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 45Estados Unidos - A Nielsen publicou nessa terça 16 resultados de uma pesquisa sobre consumo de mídia por jovens americanos com dadossobre a audiência de TV e vídeos online. Adolescentes entre 12 e 17 anos assistem mensalmente uma média de sete horas e 48 minutos devídeos em smartphones ” 18% a mais que a faixa de 18 a 24 anos e 46% a mais que 25 a 34 anos. A faixa de 18 a 24 ganha no tempodedicadas a vídeos em computador (15 horas e oito minutos) e a de 25 a 34 ganha em TV (136 horas e dez minutos).Televisão ainda é, em todas as faixas, a campeã, com cerca de cem horas de audiência mensal, mesmo entre os mais jovens. Mas smartphonesé o aparelho com maior crescimento entre os jovens, com aumento de penetração em 45% no ano passado.Leia Mais: Ads That Know Too MuchAds that follow you from one website to another are increasingly common, but in the rush for more tailored advertising, age-old wisdom may belost.Jessica LeberAll over the Web, ads are getting more personal. They follow you from one site to the next and know your browsing history. But are such adsreally effective? The answer may not be as obvious as digital marketers assume.‚There’s been a focus on trying to identify the customers likely to purchase a product. But that’s distinct from which customers will beinfluenced by advertising,‛ says Catherine Tucker, an MIT Sloan School of Management professor who gave a keynote address at aninternational data mining conference in February.In the rush to use ever-more data about people, Tucker says, ads are too often shown to those who have already decided whether to buy ornot buy the product, or who have bought it already. ‚What we may be doing is wasting a lot of money.‛Tucker has focused her studies on the growing number of personalized ads. In an experiment with an online travel firm, for example, she sawthat ads tailored to a specific browsing history were, on average, less effective than generic ads for the site when shown to people who hadrecently visited. ‚You’ve been to the website and looked at the products. There’s probably a good reason why you didn’t buy it,‛ she says. Thisis akin to an age-old marketing maxim„‚timing is everything‛„that Tucker says is being lost in the digital age.In 2012, companies in the U.S. spent nearly $2 billion to buy online display advertising through real-time bidding platforms, according toeMarketer. These platforms allow algorithms to strike split-second deals about which ad to show a person as his or her computer loads a webpage, a negotiation that often takes the ad recipient’s browsing history into account.The practice of serving ads that match past online behavior, generally called ‚retargeting,‛ is growing more important for many onlinebusinesses, which are making increasing use of fine-grained data about products or pages that a person has viewed or searched. Last month,even Facebook said it would allow marketers to retarget ads in people’s News Feeds based on their browsing history. Advertisers have alsobegun tracking people across different devices they use (see ‚Get Ready for Ads That Follow You from One Device to the Next‛).Advertisers say there is no question that retargeted and highly personal ads work, says Kip Voytek, director of digital innovation at themarketing firm MDC Partners, but are also aware that there is room to refine their approach. Generally, they must work within digital ad buyingoptions available from Web publishers and technology providers, which have been slow to evolve.Tucker doesn’t advocate dropping the practice of retargeting. She just says that marketers may need to get smarter, for instance by showinga personalized ad for a product, like a sneaker, only once a person has indicated, through browsing, that he or she may be back in the marketto make a purchase. Even showing a retargeted ad by filtering how long ago a person last visited a site is a piece of information not oftenused today. A person who visited an online flower shop is more likely to buy flowers the following day, not two weeks later. On the other hand,a car company may have more time to influence a shopper.Meanwhile, technologies that track ad performance are getting better. For example, Anindya Ghose, codirector of New York University’s Centerfor Business Analytics, cites a startup called C3metrics that is perfecting ways to track not only people across multiple devices, but also totrack their ‚engagement‛ with mobile ads by determining whether they scrolled down far enough to even see it, or whether they hovered theirmouse over the ad on a webpage.With all of the money involved, and marketers needing to be convinced that mobile ads are also effective, ads will surely continue to makesmarter and smarter predictions. More than simply follow you around the Web, they may also know what you actually want to buy.
  • 46. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 46Men lead the way in mobile shoppingCHICAGO: Men are more likely than women to shop via their mobile phones, multimarket research by Kantar Media has revealed.The research company said technology was helping to reverse the stereotype of the man who dislikes shopping, as its Global TGI indexshowed men in developed and emerging markets were more interested than women in mcommerce.In some instances they were more than twice as likely to make a purchase from their phone. In Germany, the proportion of men using phonesto buy was 5%, compared to just 1.9% of women.The country with the greatest percentage of men buying was the US, where 15.9% did so, against a figure of 13.3% of women.Comparable figures for the UK were 12% and 10.3% respectively and, for Australia, 9.5% versus 9.2%.In South Africa the figures were 4.7% for men and 2.5% for women, in Colombia 2.5% and 1.3%.The patterns in Brazil and France were almost identical, at 2.3% and 1.7% for the former nation and 2.2% and 1.7% for the latter.These two countries also illustrated another finding of the research ” that mobile shoppers are more predisposed to impulse purchasing.In France, 13% of mobile shoppers said they tended to spend money without thinking, compared to 6% of the general population. In Brazil, thecomparable figures were 36% and 29%"Retail is being revolutionised by the smartphone, and the resulting shopping apps and mobile websites," said Polly Christie, senior globalaccount manager at Kantar Media Global TGI."Consumers are firmly in the driving seat and retailers need to use renewed insight and analysis to ensure their offering is truly customer-focused," she added.Data sourced from Kantar Media; additional content by Warc staff , 17 April 2013Read more at on demand complements TVLONDON: Video on demand can add to the reach of TV and extend campaign messaging when television advertising is off air, a report hasrevealed.TV and VOD: Friends with Benefits, a joint research study undertaken by Tremor Video, IAB UK, Nielsen and Performics, was based on researchof UK consumers and a range of UK ad campaigns and found that VOD can add between 0.19% and 1.33% to the reach of TV."This study confirms what we have known to be true ” that VOD and TV are friends with benefits ” a perfect complement to each other," saidDoron Wesly, head of market strategy at New York-based Tremor Video."TV advertising does a fantastic job of raising brand awareness. VOD advertising amplifies it further, and can extend the life of a campaignsbrand message well after the TV ads stop," he added.The incremental reach it achieved varied by category, with alcoholic beverages registering by far the greatest increase at 1.33%.This was followed by technology, on 0.45%, finance on 0.44%, beverages on 0.33% and retail on 0.19%.The study also found that VOD bolstered brand awareness by 5.5% and helped to extend the life of a campaign when it is no longer running onTV.This effect was most noticeable amongst "light" TV viewers, classed as those watching less than 14 hours a week, indicating that VOD can bea useful way to reach people who dont watch TV that much.Maurico Leon, commercial director of Performics, ZenithOptimedias performance marketing arm, commented: "Using VOD to support a TVcampaign and adopting a strategy of heavy VOD presence once the TV campaign has ended means clients can now use VOD to maintain thegreat work their TV campaign has done in terms of reach and awareness and get an extended audio-visual presence cost-effectively."It was, he concluded, "a must for any advertiser who cannot be on TV 52 weeks of the year".
  • 47. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 47Read more at imobiliária estourando? Onde?Revista Istoé 04/2013 Por Ricardo AmorimDesde 2008, quando surgiram os primeiros comentários de bolha imobiliária em vias de estourar no Brasil, tenho analisado evidênciashistóricas e internacionais, refutando até aqui tais alegações e concluindo que, provavelmente, os preços continuariam a subir.De acordo com a consultoria britânica Knight Frank, entre os 53 países com os maiores mercados imobiliários globais, o Brasil teve em 2012 amaior alta de preços de imóveis residenciais: 13,7% em média. Resolvi atualizar e expandir meus estudos.Há um ano, usei o consumo anual per capita de cimento como estimativa do grau de aquecimento da atividade no setor imobiliário emmomentos de estouro de bolhas em vários países. Hoje, pelas minhas contas, este indicador chegou a 361Kg no Brasil. No ritmo médio decrescimento dos últimos 10 anos, que foi de 5% a.a., em apenas dois anos atingiríamos o nível mais baixo de estouro de bolhas, que é de400Kg, o que sugeriria cautela. Por outro lado, o nível máximo de consumo de cimento antes bolhas estourarem, em alguns casos passou de1.600Kg anuais per capita. Para chegar a este patamar, o Brasil levaria mais 80 anos. Por este parâmetro, poderíamos estar entre 2 e 80 anosdo estouro de uma bolha. Pouco se conclui.O segundo indicador importante é o total de crédito imobiliário disponível. Crédito permite que mais gente compre imóveis, aumentando aprocura por eles e elevando seus preços. No Brasil, apesar do crescimento dos últimos anos, ele ainda é de apenas 7% do PIB, muito distantedos 50% do PIB que costuma ser o mínimo quando bolhas imobiliárias estouram. Mesmo considerando-se uma expansão ao ritmo dos doisúltimos anos, que foi de 1,4% do PIB ao ano, o mais rápido da nossa história, levaríamos mais de 30 anos para chegar a 50% do PIB. Sinal detranquilidade.Por fim, como anda a capacidade de pagamento dos brasileiros? Levando em conta preços dos imóveis em relação à renda no mundo, chama aatenção a grande dispersão entre as maiores cidades brasileiras, com algumas entre as mais caras e outras entre as mais baratas.Das 50 cidades mais caras do planeta, 49 estão em países emergentes, incluindo quatro no Brasil: Brasília (10ª), Rio de Janeiro (25ª), BeloHorizonte (43ª) e Porto Alegre (45ª). Por outro lado, Salvador não está mais entre as 100 mais caras do mundo, Fortaleza é uma das únicas 10cidades entre as 50 mais baratas do mundo que não estão nos EUA, e Campinas também está entre as 100 mais baratas. Entre os 385maiores mercados imobiliários globais, a classificação média das 11 cidades brasileiras incluídas foi 124ª, sugerindo que o mercado brasileirocomo um todo está um pouco mais caro do que a média, mas distante dos mais caros do planeta. Entre os mercados emergentes, o Brasil estámais barato do que a média.Outro aspecto favorável é que um menor percentual da renda necessário para pagamento mensal de hipotecas sugere que no Brasil temosmelhor capacidade de honrar dívidas. Além disso, comparando o preço de compra de imóveis com o custo de alugá-lo, constata-se que noBrasil alugueis elevados estimulam compras mais do que no resto do mundo. Por fim, a desvalorização do real barateou os imóveis no Brasilpara compradores estrangeiros.Em resumo, ainda que algumas cidades sugiram mais cautela, para o país como um todo, continuam valendo as conclusões do ano passado.Altas modestas ou manutenção de preços são prováveis na maioria dos casos e o risco de estouro imediato de uma bolha imobiliária nacionalainda é baixo. Se você está na esperança dos preços despencarem para comprar, espere sentado. Segundo Platão, coragem é saber o quenão temer.Mobile Ad Networks Begin Taking a Back Seat to PublishersMatt Kapko | April 15, 2013Are we witnessing the decline of mobile ad networks or the ascent of publishers selling mobile ads? It depends on who you ask and how youlook at it. Mobile ad networks no longer command the majority of spending mobile display ads in the US, according to a new report from IDC.Mobile ad networks, such as Google, Millennial Media and Apple, have been supplanted by mobile publishers like Facebook, Pandora andTwitter.Mobile publishers controlled 52 percent of US mobile display ad spending last year, a significant increase from the 39 percent they collectivelycontrolled the year prior."Mobile ad networks are losing market share to publishers, and we expect them to lose even more going forward," notes Karsten Weide, vicepresident of media and entertainment at IDC.Mobile advertising spend grew 88 percent in the US last year to $4.5 billion. Mobile also comprised a double-digit share of the overall digitalad market for the first time in 2012, reaching an 11 percent share, up from 7 percent in 2011. IDC projects mobile ad spending will grow at least55 percent in the US this year for a total of about $7 billion. All this comes despite mobile growing at a slower pace year-over-year and nolonger experiencing annual growth rates in the triple digits.Mobile display ads generated $1.7 billion in 2012 and gained 8 percentage points on search, comprising 39 percent of total mobile spend in theUS last year.Meanwhile, search still remains the dominant channel for mobile ad spend at 61 percent or $2.8 billion, according to IDC.
  • 48. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 48Facebook ended the year on top, clearing $234 million on mobile display ads, followed close behind by Pandora at $229 million, the firmreports. Twitter came in at third place, selling $117 million worth of mobile display ads.Google remains the top dog on the ad network front at $243 million. Millennial Media surpassed Apple last year with $151 million in mobiledisplay ad revenue versus the iPhone-makers $125 million, and Jumptap closed the year at number four with $90 million.Increase Big Data Opportunities and Minimize ObstaclesNew research from the CMO Council reveals that both CMOs and CIOs believe big data is a key competitive differentiator and will be core toimplementing a more customer-centric business culture. However, the study results also show most CMOs and CIOs consider big data partopportunity and part obstacle (61 percent of marketers and 60 percent of IT executives). In fact, 52 percent of marketers and 45 percent of ITprofessionals believe functional silos block aggregation of data from across the organization, making it difficult to truly achieve customercentricity.Isn’t it time for those silos to come down? Aren’t you ready to develop a strategic partnership with the CIO?Among the groups I’ve been meeting with (most recently at the 2013 Marketing Hall of Femme, e.g.), I can sense that marketers are feeling thepressure to integrate and become data-driven.More specifically, here are the steps I know savvy CMOs taking as they work to eliminate obstacles and better leverage the opportunities bigdata provides:Start with a reality check. Forward-thinking CMOs realize CIOs and their IT teams are essential to modernizing and integrating marketingprocesses both internally and externally.Embrace collaboration. Partnerships are growing as CMOs who may not be well-versed in IT are surrounding themselves with experienced andaccomplished applications marketing technologists.Enjoy the ride. Integrating marketing and data is a BIG job, and successful CMOs are learning to pace themselves. Blending data, customerinteractions and processes across organizations is not a project . . . It’s a journey.Take a long-term view. CMOs and CIOS are building roadmaps to tackle big data challenges together ”all with an eye towards elevating thecustomer experience.The CMOs I see leading the marketing revolution ”the ones who are driving greater value with true customer-centric strategies ”are finding away to bring marketing and IT together. Granted, many of these relationships are only beginning, but they’re growing and getting stronger witheach passing Q. If you want to maintain your competitive edge, you don’t really have a choice. These days, business success depends on arobust, strategic partnership between the CMO and CIO.CMO COUNCIL FINDS BIG DATA CRITICAL TO CUSTOMER-CENTRICCULTURESNew Study Reveals Total Partnership and Collaboration Between Marketing and IT Often Stymied by Lack of Common Definition of CustomerCentricity and Battles Over BudgetPALO ALTO, Calif. (April 2, 2013)„The Chief Marketing Officer (CMO) and Chief Information Officer (CIO), often believed to be fundamentallyat odds, have found common ground in big data as both an obstacle and an opportunity. According to the findings of a new study from theCMO Council, in partnership with SAS, both marketers and IT executives believe big data is a key competitive differentiator and will be core toimplementing a more customer-centric business culture.Big data has emerged as the critical factor to achieving an enterprise-wide customer-centric culture, according to 40 percent of marketers and51 percent of IT respondents. However, both also agree that big data is part obstacle and part opportunity (61 percent of marketers and 60percent of IT executives), and a further 52 percent of marketers and 45 percent of IT professionals believe functional silos block aggregationof data from across the organization, making it difficult to truly achieve customer centricity.The study also reveals that the two functions are more aligned than many may think. Some 41 percent of marketers and 39 percent of ITexecutives say they are aligned with one another, but both admit there are still challenges to executing priority projects. Regardless of anysetbacks, both overwhelmingly agree that the relationship is critical, according to 85 percent of marketers and 85 percent of IT executives.
  • 49. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 49‚In this age of digital engagement, it is easy to see how the roles of the CMO and CIO are intertwined,‛ said Donovan Neale-May, ExecutiveDirector of the CMO Council. ‚But the relationship has evolved beyond platforms and processes and has become solidified over the data needsof the organization. Separately, the two roles can devolve into bickering over budget, ownership and governance. But aligned and coupled,these two roles become silo-busters, with the ultimate goal of enabling enterprise-wide customer centricity.‛Multiple areas of opportunity emerge where further alignment and collaboration will improve the organization’s ability to execute customer-centric programs. Marketing is looking for a strategic partner that will come to the table with initiatives to advance customer centricity (26percent). Marketing also believes the greatest value in the relationship can manifest in the ability of the organization to better gather data fromacross the enterprise (63 percent). For their part, IT executives see marketing as their partner in advancing analytics and data-driven decisionmaking throughout the organization (62 percent). However, IT would like marketing to approach them earlier in the process to collaborate moreon strategy (62 percent) and not just platform selection and deployment.‚Both groups are eager for more„that much is clear,‛ Neale-May added. ‚Yet something is still missing as both marketing and IT admit thatstrong, centralized leadership is lacking, making it hard for the relationship to stay focused and on track.‛Both marketing and IT say the top aspect that defines a customer-centric organization is a corporate culture that puts the customer at thecenter of all processes and business decisions. And they admit that this and other key attributes of customer centricity have only beenpartially adopted (31 percent of marketers/33 percent of IT executives).A lack of clear ownership of the customer is likely at the core of this partial commitment to a customer focus. The customer is not clearlyowned by a single office as both CMO and CIO agree that ownership rests across the CEO (18 percent of marketing/20 percent of IT); CMO(17 percent of marketing/19 percent of IT); sales (19 percent of marketing/15 percent of IT); or is simply undefined and spread across multiplefunctions (14 percent of marketing/17 percent of IT). This lack of centralized customer ownership has resulted in a scenario where 48 percentof marketers and 44 percent of IT executives are only moderately confident in ability of the organization’s core touchpoints to reach andengage with the customer.‚Of all the C-suite executives, the CMO and CIO are most primed to drive customer-centricity throughout the organization,‛ said Wilson Raj,Global Customer Intelligence Director of SAS. ‚The CMO and CIO must become comrades in gathering and analyzing data across theenterprise, and adopting technologies that anticipate, automate and accelerate customer engagements.‛Interestingly, for those organizations who believe they have total partnership between marketing and IT, the CEO is the primary owner of thecustomer„not sales. And both marketing and IT are both highly satisfied with the organization’s ability to reach and engage the customer (42percent of marketing/31 percent of IT). These CMOs and CIOs also agree that the lines of responsibility around customer-centric programs andbig data are easy to define; marketing develops both the customer engagement strategy (80 percent of marketing/80 percent of IT) and theinsights into customers and customer requirements (84 percent of marketing/65 percent of IT). IT focuses on aggregating and delivering datafrom across the enterprise (64 percent of marketing/65 percent of IT).The 153-page report features the results of an online survey of 237 senior marketers and 210 senior IT executives, in addition to best-practiceprofiles from leading marketing and IT executives from brands including AIG Bank, Allianz Life Insurance, American Cancer Society, Brown-Forman, Citi, Commercial Metals Company, Conde Nast, Farmers Insurance Gorup, First American Financial, First Tech Federal Credit Union, FourSeasons Hotels & Resorts, GM, Hilton Worldwide, Intrawest, Lockheed Martin, Magnolia Federal Credit Union, Nexxo Financial Corporation,Omnicom Media Group, Outrigger Hotels & Resorts, Panasonic, PNC Financial Services, Rady Children’s Hospital”San Diego, Silicon Valley Bank,Transamerica Insurance & Investment Group, Wyndham Hotels Group and WellPoint. Both the survey and interviews were conducted across Q4of 2012 and Q1 of 2013. The report ($199 value) is available for download at ( A complimentaryexecutive summary is also available. More information can be found at the CMO CouncilThe Chief Marketing Officer (CMO) Council is dedicated to high-level knowledge exchange, thought leadership and personal relationship buildingamong senior corporate marketing leaders and brand decision-makers across a wide range of global industries. The CMO Councils 6,500-plusmembers control more than $300 billion in aggregated annual marketing expenditures and run complex, distributed marketing and salesoperations worldwide. In total, the CMO Council and its strategic interest communities include more than 20,000 global executives in more than110 countries covering multiple industries, segments and markets. Regional chapters and advisory boards are active in the Americas, Europe,Asia-Pacific, Middle East, India and Africa. The councils strategic interest groups include the Coalition to Leverage and Optimize SalesEffectiveness (CLOSE),, Marketing Supply Chain Institute, Customer Experience Board, Market Sense-Ability Center, DigitalMarketing Performance Institute, GeoBranding Center and the Forum to Advance the Mobile Experience (FAME). More information about theCMO Council is available at SASSAS is the leader in business analytics software and services, and the largest independent vendor in the business intelligence market. Throughinnovative solutions, SAS helps customers at more than 60,000 sites improve performance and deliver value by making better decisionsfaster. Since 1976 SAS has been giving customers around the world THE POWER TO KNOW®.
  • 50. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 50SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA andother countries. ® indicates USA registration. Other brand and product names are trademarks of their respective companies. Copyright © 2013SAS Institute Inc. All rights reservedThe 6 Keys To Being Awesome At EverythingTony Schwartz, The Energy Project | Nov. 16, 2010, 9:06 AM | 252,076 | 8Ive been playing tennis for nearly five decades. I love the game and I hit the ball well, but Im far from the player I wish I were.Ive been thinking about this a lot the past couple of weeks, because Ive taken the opportunity, for the first time in many years, to play tennisnearly every day. My game has gotten progressively stronger. Ive had a number of rapturous moments during which Ive played like the player Ilong to be.And almost certainly could be, even though Im 58 years old. Until recently, I never believed that was possible. For most of my adult life, Iveaccepted the incredibly durable myth that some people are born with special talents and gifts, and that the potential to truly excel in any givenpursuit is largely determined by our genetic inheritance.During the past year, Ive read no fewer than five books „ and a raft of scientific research „ which powerfully challenge that assumption (seebelow for a list). Ive also written one, The Way Were Working Isnt Working, which lays out a guide, grounded in the science of highperformance, to systematically building your capacity physically, emotionally, mentally, and spiritually.Weve found, in our work with executives at dozens of organizations, that its possible to build any given skill or capacity in the samesystematic way we do a muscle: push past your comfort zone, and then rest. Aristotle had it exactly right 2000 years ago: "We are what werepeatedly do." By relying on highly specific practices, weve seen our clients dramatically improve skills ranging from empathy, to focus, tocreativity, to summoning positive emotions, to deeply relaxing.Like everyone who studies performance, Im indebted to the extraordinary Anders Ericsson, arguably the worlds leading researcher into highperformance. For more than two decades, Ericsson has been making the case that its not inherited talent which determines how good webecome at something, but rather how hard were willing to work „ something he calls "deliberate practice." Numerous researchers now agreethat 10,000 hours of such practice as the minimum necessary to achieve expertise in any complex domain.There is something wonderfully empowering about this. It suggests we have remarkable capacity to influence our own outcomes. But thats alsodaunting. One of Ericssons central findings is that practice is not only the most important ingredient in achieving excellence, but also the mostdifficult and the least intrinsically enjoyable.If you want to be really good at something, its going to involve relentlessly pushing past your comfort zone, along with frustration, struggle,setbacks and failures. Thats true as long as you want to continue to improve, or even maintain a high level of excellence. The reward is thatbeing really good at something youve earned through your own hard work can be immensely satisfying.OMD Wins Experian Media Assignmentby Steve McClellan, Apr 11, 2013, 3:56 PMMarket research firm Experian has consolidated its media planning and buying assignment with Omnicom’s OMD after a review, the agency hasconfirmed. The client’s North American operational headquarters is located in Costa Mesa, CA.Incumbents on the account included Ocean Media and The Martin Agency, which had handled media planning duties. Martin will continue tohandle certain creative chores for the client. Creative duties were not part of the review.Contenders were said to have included Publicis Groupe’s Starcom, Horizon Media and WPP’s MEC. Sources said a key factor in the client’sdecision was its assessment of the relative strengths and weaknesses of the West Coast operations of the contenders.The client spent about $65 million on ads last year, according to Kantar.OMD’s pitch was led out of its Los Angeles office, headed by Greg Castronuovo, president of OMD West.The Experian win is the second big win for OMD in two weeks. On March 29, it secured the $290 million planning and buying assignment fordrug store chain Walgreens. That account is being led out of OMD’s Chicago office.
  • 51. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 51Experian reported revenue for 2012 of nearly $4.5 billion, up 14%. The company is based in the UK and has four business segments, includingcredit services, decision analytics, marketing services and consumer services.An Experian rep declined to comment on the review.Local Online MediaIs Thrivingby Gavin OMalley, Apr 11, 2013, 3:39 PMJust a few years ago, the idea that online consumers would pay monthly fees for local news content would have seemed farfetched. As newresearch shows, however, thats exactly what’s happening. Even more remarkable, millions of consumers are now paying to access YellowPages listings with reviews.Remember the saying ‘Information wants to be free?’‛ asks Gordon Borrell, CEO of Borrell Associates and principal author of the report. Well,today, ‚millions [of consumers] are paying to access directory listings,‛ he says.As a result of these and similarly industry-friendly trends, the market for local online media did quite well in 2012. In fact, the average EBITDA(earnings before interest, taxes, depreciation, and amortization) margin for local digital operations that are leveraged out of traditional mediacompanies was 49% last year.‚Driving the figure [was] the fact that the vast majority aren’t charging for rent, advertising and content -- things that are already paid for bythe host company,‛ according to Borrell. Yet even ‚pure-play‛ companies were able to report margins of 20% to 30% last year, the reportfound.If current trends persist, digital ventures could be contributing half of company profits to these media companies in five years, Borrell predicts.Of all the entities selling digital advertising, newspapers averaged $2.2 million per site last year -- 50% more than the next-highest competitor.Spending by local business on media increased 20% in 2012 and is expected to jump 31% this year. Borrell Associates bases its findings onanalysis of 6,284 local operations and online ad-spending forecasts for 513 U.S. digital marketing regions.Among other entities, these include more than 2,000 radio stations, nearly 1,000 daily newspapers, and almost 1,000 Internet pure-playoperations.Women Are Watching More TV, Video, Prefer Positive Ad Messagesby David Goetzl, Apr 12, 2013, 5:24 PMAs women continue to play the key role in household purchasing decisions, advertisers might be encouraged that their video consumption as agroup continues to increase. Females 18 and older on average watched nearly 180 hours of live TV in the fourth quarter of 2012, up nearly 3%over the same period the year before.Meanwhile, video consumption on the Internet increased 45% to an average of 7 hours and 12 minutes. Viewing on mobile phones increased farless -- 7% to 5 hours and 2 minutes, Nielsen reports.Nielsen says that women spend more than men by $14.31 per trip to supercenters and by $10.32 to grocery stores.Still, increased female TV viewing isn’t occurring in all age groups; the average dropped from nearly 136 hours to 133 hours and 7 minutesamong the 18-to-34 segment. The group’s Internet consumption soared from an average of nearly 7 hours to close to 11 hours.Women in the 25-to-54 demo seem to make more use of DVRs than counterparts, with the highest level of time-shifted viewing at an averageof 17 hours and 28 minutes in the 2012 fourth quarter.Nielsen also reported that 116 million women ‚were active on the Web,‛ compared to 102 million males. Women outpace men in unique visitorson Netflix and Hulu, Nielsen says.Nielsen offered some tips for marketing to women with insight from Nielsen NeuroFocus concluding that ‚the female brain is programmed tomaintain social harmony, so messaging should be positive and not focus on negative comparisons or associations.‛ Nielsen NeuroFocus alsosays women ‚remember more and differently‛ than men.
  • 52. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 52While women continue to point the way in retail shopping, Nielsen says men are becoming more involved. ‚Between 2004 and 2012, U.S.women reduced the number of trips they made across most retail channels, while men increased their visits to all outlets except grocery anddrug stores,‛ Nielsen said.Big Data analysis allows businesses and governments to mine yourpersonal detailsAndrew CarswellThe Daily TelegraphApril 13, 2013 9:22PMTHERE was nothing suspicious in her tidy appearance; no clear body language that was trying to suppress something sinister; no evidence ofcard counting.She was just winning at Blackjack. And winning big.With her joy palpable and her glass always full, hundreds of thousands of dollars worth of mesmeric Las Vegas chips were being packed in neatbunches in front of her heavy mascara-clad eyesWas this a hot streak, or something shady? Two things this desert-bound casino city attracts in spades.High above the gaming floor in a darkened security room abuzz with monitors and the fast tech talk of analysts, a computer was about toascertain the truth.Combining a series of data software - including the fabled NORA (Non-Obvious Relationship Awareness) created by Jeff Jonas that specialisesin linking people through six degrees of separation - analysts used facial recognition to determine Miss Lady Lucks identity and rewound thesecurity cameras to track her entrance.There the computer found the woman parking a Hertz rental car in the casino car park, cross referenced the booking details and used externaldata to prove her brother had once shared a flat with the Blackjack dealer - 19 years earlier.Even an attempt to cover tracks by spelling her name incorrectly on the rental booking form failed to get past NORAs phenomenal reach andsmarts.Shed been made; and in such an effortless manner, which ended with a five year jail sentence for both the dealer and his accomplice.Whether one welcomes such innovative intrusion or not, this sophisticated world of Big Data analysis has arrived, a realm where both criminalindiscretions and consumer appetite will be targeted by a myriad of data analysts, or "geek squads", whose sole purpose is to connect thedots - to cross reference your data, paint a picture of who you are, determine what you want and plan how best to serve you.Or, in the case of the aforementioned gambler, pinpoint you as a crook, or at the very least, a welfare cheat.This so-called Big Data, which has emerged as the boardroom buzz word for 2013, could be in the form of your bank transactions, your phonecalls and texts, the treasure trove of personal details on your Twitter and Facebook account, your Google searches, the petitions you may havesigned, the purchases you have made, the information captured by websites and electronic sensors.It is a world which is set to revolutionise the way governments provide services; a world which allows businesses to build intimate relationshipswith customers; but a world which will ignite an intense debate on the issue of citizen privacy.
  • 53. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 53While Australia may only be ankle deep in the sea of opportunities that Big Data analytics offers, such methods are already being used to greateffect in the corporate sector, where companies have deployed teams of data analysts to turn their previously untapped internal and externalcustomer data into rich revenue streams.They are gaining an in-depth understanding of what their customers want, without even asking them.The major banks use their transactional data to offer customers personalised products and services which suit their needs, based on theirspending habits. Phone companies mine call data and social networks to offer personalised family and friend deals to customers.But the race had only just begun and big businesses are lining up to hire the best analytical minds across the globe to get the jump on theircompetitors."There are huge opportunities for business to actually own the customer," John Riccio, National Digital Leader for PricewaterhouseCooperssaid."At the end of the day, the intimacy of the customer and understanding where they are at in their life stage, and being able to proactivelypromote something to them, or offer something to them, at the heightened point of purchase, is where the opportunity is.""Most consumers are happy to share information if they know they will get more value back. So if you understand their preferences, wherethey are at in their life stage, understand what is happening in their circle, and the ability to actually take that information and provide a valueadded service that the consumer hasnt even had to think about, almost like reading their minds, then I think thats where the opportunity is forrevenue growth."PricewaterhouseCoopers maintains that Big Data is the next frontier for innovation, as businesses finally begin to analyse the vast stores ofdata they have been accumulating on Australians for years. That data has been sitting idly in windowless computer vaults that when crossreferenced with other data sets could deliver upwards of $3.8 billion in extra revenue.This hidden revenue stream has been well tapped by retail giants in the US and UK.Macys, the US fashion and accessories behemoth with its 73 million product lines, is using Big Data analysts to pour over historical salepatterns and social network data to determine exactly what it should be discounting, when, and in which of its 800 locations.Your off-hand rant on Twitter about the lack of discounting on jeans? Yes, it does in fact get noticed. Your Facebook post decrying the lack ofwhite-framed sunglasses? They are onto it.It is this analysis, which used to take months and can now bring about rolling changes in stores within hours, which has driven tremendousmarket share gains for the retailer.For Walmart, the worlds biggest retailer, marrying the more than one million hourly transactions at its stores with the 2.5 billion pieces ofcontent uploaded onto Facebook every day has become an art form.Its data analytics technology is now capable of building the contents of its local stores around what customers in the neighbourhood are sayingon social networks and through their Google searches.As well as honing their product line to suit the demographics, the retailer has also developed in-store mobile navigation where customers canbe guided through the aisles to products they have been talking about, or searching for, online.It also allows for loyalty customers to be targeted with deals on products which fit their demographic, purchasing methods, preferences oncolour, sizes and styles, and an understanding of what brings them back to the store - all gleaned from analysing their transactions and socialnetworking.But as businesses begin to see the monetary benefits of analysing their customer data, the wider benefits to society that Big Data offersshould not be underplayed, according to Chief Analytics Officer at SAS Australia, Evan Stubbs."There is tremendous focus in the private sector around the commercial value of big data. One of the messages that is missed is social value,"he said."You start looking at better disease prevention, early intervention and focussing on forward liability by rather than focusing on the issue athand, try and get ahead of the problem and use data to be able to do that. That is the power of big data."He cites a model used by the Indonesian Government to analyse its health records together with chatter on Twitter in an attempt to predictoutbreaks of deadly flus, ensuring hospitals are prepared in advance to deal with epidemics.It is a style of Big Data analysis that the Federal Government had hoped would be embraced by Australians via its controversial E-Health onlineportal, which allows health care providers to share electronic medical records of patients.
  • 54. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 54Twitter CEO Evan Williams makes a presentation about changes to the social network at Twitter headquarters in San Francisco, In the latestonline attack, Twitter says hackers may have gained access to information on 250,000 of its more than 200 million active users.But despite some clear advantages of such a system - lowering the rate of medication errors and misdiagnosis - Australians remain somewhatsceptical of having their private medical information stored online.And they have reason to be.According to a Daily Mail investigation in London, almost 1.8 million patient records were exposed after a series of breaches of the UnitedKingdoms online National Health Service between July 2011 and July 2012.So far, only 73,648 Australians have signed up to have their medical records posted on the Gillard Governments Personally ControlledElectronic Health Record online program - well short of the 500,000 that it hoped would sign up by July this year.In its Big Data Strategy Issues Paper, released last month, the Federal Government believes the use of big data will extend well beyond anyattempts to streamline health services through E-Health. It claims Big Data analytics has the power to revolutionise how governmentdepartments deal with customers, by being able to personalise their services to every individual."Government agencies hold or have access to an ever increasing wealth of data including spatial and location data, as well as data collectedfrom and by citizens," the paper says."Experience suggests that such data can be utilised in ways that have the potential to transform service design and delivery so thatpersonalised and streamlined services, that accurately and specifically meet individuals needs, can be delivered to them in a timely manner."As an example, it zeroes in on a family with two children which is not receiving the welfare payments that are actually justified by their financialsituation. Big Data analysis would pinpoint that error on behalf of the family, and automatically change their payment structure."The opportunity is huge to be able to correlate personal activity with government entitlement to see whether there is a mismatch there, andthen act on it," Mr Riccio said.Experts believe big data analysis could also help employment services by linking people to the right skills development process, or matchingthe skill set of the unemployed to areas where there are skill shortages.It would also prove an invaluable tool for agencies such as Centrelink, Medicare and the Australian Tax Office in cracking down on fraud,experts suggest, as combined data sets find abnormalities in personal details. Already, the ATO cross-references its enormous data storeswith other government departments in a bid to catch tax cheats, to great effect. But it is yet to cross into the grey territory of analysing socialnetworks.In Los Angeles, authorities currently cross-reference internal government data with purchased social network data to identify childcare fraud,while authorities in the UK have strengthened their watch of child sex offenders by using data across multiple departments to understandpeoples movements.But while consumers may welcome companies collating and analysing data to produce more personalised offerings, the Federal Governmentacknowledges that allowing its departments to collect and use personal data will be a hard sell.Even so, its a discussion which at least needs to take place, Mr Stubbs believes."One of the biggest implications out of this is, and I dont want to come down on any particular side of it, that increasingly everybody is goingto have to reconsider how we manage privacy in a fundamentally digitised world," he said."We have a long way to go sorting out what that (privacy) framework should look like, especially around public-private sector informationsharing, and especially around cross-departmental information sharing.""There are many positives and many negatives in using big data, and the positives and negatives are sufficiently complex that there is nosimple answer. The sooner the public sector and the private sector have that conversation and start setting up the ground rules, and findagreement with the public, the faster we can focus on driving better outcomes."He also admits there is an air of inevitability around governments and businesses using personal data - particularly Twitter and Facebook data.These social networks have increasingly moved towards open platforms, and rigorous opt-out privacy settings for those who care deeplyabout protecting their information.But as the common saying in data analytics goes: when a social network is free, you are not a customer. Youre the product.
  • 55. Babelfish Articles May 2012 - April2013 v1 15-5-13 Page 55How Coca-Cola found its creative grooveAndrea SophocleousIn 2012, The Coca-Cola Company enjoyed its most-awarded year in history at the Cannes festival, taking home a total 30 Lions. This year, thefirm is also set to be named Cannes Creative Marketer of the Year. Back in 2003, however, it was a different story. Then-CEO Neville Isdelldeclared the company "creatively bankrupt", prompting the beverage giants marketing department to set up its creative excellence discipline ayear later.Cokes VP of global advertising strategy and content excellence, British-born Jonathan Mildenhall, has become the brands most visible andpassionate creativity advocate and was in Sydney recently to espouse the power of creative work at the third annual CIRCUS Festival ofCommercial Creativity.Mildenhall was treated to a rock stars welcome as he took to the stage to deliver the first presentation of the conference. His message ” thatthe most creative brands in the world are the most commercially successful brands ” was popular with an audience drawn from all disciplinesof the marketing and advertising spectrum.Opening with a quote by Harvard University professor John Kao ” "Creativity is the crucial variable in the process of turning knowledge intovalue" ” Mildenhall explained that the most important contribution of creativity to the Coca-Cola business is to create re-consideration."We cant change the formula of our drinks ” woe betide if we try, we tried that in America and it was the most disastrous marketing eventever in the history of human kind ” so well never do that again," Mildenhall said. "Were not like a Nike, were not like a Facebook, were notlike an Apple ” to continue to inspire different generations of consumers with product innovation, we have to base most of our innovation onmarketing communications because thats the leader that we can change and change quite radically."Mildenhall reminded the audience that, for the past 127 years, Coca-Cola has stood for happiness. But just like the pop music icon Madonna,who has remained "at the forefront of her competitive industry for 42 years" by reinterpreting popular trends, Coke has to tap into popularculture to stay relevant."Nobody comes to the Coca-Cola business [and] no agency works on Coca-Cola to try to rethink our strategic position for that brand," he said."But we all have to read popular culture better than any of our competitors to make sure our expression of happiness is relevant to an ever-changing consumer base."The business case for creativityIn the presentation, Mildenhall also covered seven other reasons why Coca-Cola values creativity ” among them because the company believescreativity sparks brand love. "Bra