Babelfish Articles Nov 2011

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Something in here for everyone. Scan the headlines / links on page 2 & 3.

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  • 1. Babelfish Articles November 2011 Brian Crotty Babelfish.Brazil@gmail.comArticles that caught my attention this month
  • 2. Index1. Google Is Totally Revamping YouTube To Make It More Like TV2. Rules Of Engagement For Social-Media Marketers3. 4 Recommendations For Benchmarking B2B Social Media Performance This Year4. Should Social Media Be Handled By an Intern?5. The Challenge Of Social6. CuboCC reforça perfil full service7. Mobile Know-It-All: Encyclopedia Britannica on iPhone Will Old-School Your Silicon Valley Ass8. Omnicoms Annalect Will Merge Offline And Online Data9. Five Tips for Driving Word-of-Mouth -- No Matter What Your Product Is10. Did Griffin Push Time Too Fast? Change Agent Didnt Mesh With Entrenched Corporate Culture11. Charisma and the Successful Community Moderator12. Trusting Edelman Buzz?13. Move Beyond the Check-In: How to Make Events Truly Social14. Life Beyond the ―Like‖ – The Evolution of Branded Social Media Communities15. Salesforce.com and Radian6: What it means for B2B marketers16. Search Social Connections In Salesforce17. Firms suffering information glut18. Social media has diverse role19. How social technologies are extending the organization20. How 5 Top Brands Crafted Their Social Media Voices21. Why golfers get ahead22. Localize to Optimize23. Six Reasons Why You Shouldnt Join A Startup24. Five Signs Youre Losing a Sale -- And How to Save It25. Should Analytics Be Bundled or Cobbled?26. A Boomer State Of Mind27. The skills employers desire in today’s PR professional28. Seeing Past Fads In Digital Marketing29. O comportamento do brasileiro em relação às marcas30. Stats of the Day: 50 New Social-Media Stats to Kick-start Your Slide Deck31. SMG Moves Beyond Owned, Earned, Paid: Developing New Metric For Shared32. Local Marketing Checklist - Reprioritizing the Opportunity33. A Rare Admission Of Failure34. Foco do brasileiro é a rede social35. For Some Odd Reason Microsoft Decided To Build Its Own Social Network36. Find and Keep a Personal Career Sponsor37. Search Intent: The Human Psychology Supporting Online Advertising38. Why So Many "Experts" Are Terrible Speakers: Top 5 Public Speaking Mistakes39. If You Must Use PowerPoint, Heres How To Do It: 5 Tips From Hans Rosling40. Tecnisa lança app para Android41. Personal Connections Drive Social Media Usage42. The Collision of Ad Exchanges and Sell-Side Platforms - Does it Matter?43. ConnecTV Brings TV Watchers Together44. PepsiCo Is Looking at Startups as Potential Partners, Not Experiments45. Brand To Brand: How To React In Challenging Situations46. Five Power Moves For Integrating Email Marketing And Social Media47. Ten Mobile Social Trends For 201248. Deep Pockets: Superphones To Lead Mobile Growth49. Ford Partners With Zynga For EscapeBabelfish Articles Nov 2011 Page 2
  • 3. 50. Innovation models change51. PepsiCo adapts TV model52. Checklist: Are You Ready for Integrated Marketing?53. Disney Magic Or Common Sense - A Consumer-First Philosophy54. Brand To Brand: How To React In Challenging Situations55. No Shortage of Predictions at ad:tech NY 201156. The Social Media Spiral Of Unengagement57. Mountain Dew Facebook Sweepstakes Geared to Gamers58. IAB Reworks Rich Media Guidelines59. Unseeing Is Believing At IPGs New Media Lab60. Crie um movimento e mude o planeta61. The Brands That Survive Will Be The Brands That Make Life Better62. How Kimberly-Clark Is Lifting Sales by Elevating Marketing63. USA Today: Talking Tech – Coca Cola64. Games Finds New Customers65. Gestural Interfaces Go Mainstream66. Transform Your Owned Media Into A Content Network67. Why Digital Talent Doesn’t Want To Work At Your Company68. The One Chart You Need To See To Understand Mobile69. Four Destructive Myths Most Companies Still Live By70. Como afinar uma orquestra digital71. Marketer of the Year: Coca-Cola72. Digital Fitness Is Latest Craze in Building up Your Marketing Ranks73. All Brands Are Publishers, Learn How to Be a Good One74. Difference Engine: Luddite legacy75. GM Is About To Move 100,000 Employees To Google Apps76. How Ford Blew It On Facebook77. Google Now Indexing Facebook Comments Boxes78. CMOs Plan to Increase Social Media Use, but Feel Unprepared79. Google+ Introduces ―Ripples,‖ a Content Sharing Visualizer80. Where in a Tweet Should You Place Your Link?81. Google Reader Gets the Google+ Treatment82. The Tablet: Its Not Business, Its Personal83. ROTS: Return on Time Spent84. A Notion Divided85. Study: Deals Remain Top Social Marketing Driver86. Microsoft Windows U Crew Ambassador progam hires cool kids to spruik products87. Consumers Willing To Share Data, But At A Price88. Coca-Cola aims to track social sales89. The Questions Every Manager Should Ask90. A Tale of Two Marketing Attempts91. Ad Age Digital A-List92. Stat of the Day: Kids Take all the Fun Out of Shopping93. Reflections On Writing 100+ Email Insider Columns94. LG Brings Ad Capability to Internet-Connected TV95. TV Advertising Needs Web-like Frequency Capping96. How To Own The Digital Shopping Aisle97. Google ensina como bloquear propaganda em links patrocinados98. Wired Bringing Advertisers and Its Blogs Closer TogetherBabelfish Articles Nov 2011 Page 3
  • 4. Google Is Totally Revamping YouTube To Make It More Like TVMatt Rosoff | Dec. 1, 2011, 4:30 PM | 1,911 | 2YouTube unveiled the biggest redesign in its history today, with the goal of making the Internet video service work andlook a lot more like TV.The goal of the redesign, which was leaked last week, is to get users to spend more time at the site, while also earningmore money from advertisers.Its all part of Googles plan to turn YouTubes three billion video views per day -- and three billion monetized views (thatis, videos with ads) per week -- into a major profit center. The company has never disclosed revenue figures for YouTube,but outside sources estimate it will garner about $1.6 billion in revenue this year.The redesign focuses YouTube around channels instead of individual videos. Any user will be able to create their ownchannel, then post their own videos or curate them from around YouTube.The user-created channels will be treated no differently than channels from professional sources like Thomson Reuters orMadonna. Last month, Google announced more than 100 new exclusive YouTube video channels, and it spent more than$100 million to seed those channels.The design puts these channels front and center on the home page, and users will be able to pin up to 10 favorites to theirpersonalized home page. A new channels browsing experience will recommend new channels based on past viewinghabits.The other major change is a new type of advertising model called TrueView, where advertisers will pay only if usersactually engage with their ads. Pre-roll video ads will come with a "skip" button; if users skip, the advertiser doesnt pay.The idea is that this will encourage advertisers to make more relevant ads -- Google demonstrated a surfing-basedadvertisement for GoPro cameras running right before a video of a surfing competition.Google also unveiled the YouTube app for Xbox Live, which Microsoft first announced earlier this summer. Users will haveto link their Xbox Live Gamertag to their YouTube ID manually via YouTubes Web site, but once they do that, the XboxYouTube screen will show them a selection of video channels theyre likely to be interested in based on past viewinghabits.YouTube channels are also a big part of the Google TV redesign unveiled last month.Heres a video overview explaining whats going on: http://www.youtube.com/watch?v=W-ajXnrpkio&feature=player_embeddedRead more: http://www.businessinsider.com/youtube-2011-12?nr_email_referer=1&utm_source=Triggermail&utm_medium=email&utm_term=SAI%20Select&utm_campaign=SAI%20Select%202011-12-02#ixzz1fNM7vIX5Rules Of Engagement For Social-Media MarketersNovember 30th, 2011This article is by Marita Scarfi, CEO of Organic, a digital ad agency unit of Omnicom Group with clients that have thincluded Kimberly-Clark, Chrysler, American Express, Sony PlayStation, Sprint, and 20 Century Fox.With so much emphasis on attracting friends and followers online, little is worse for a marketer than losing millions offans. thIn 2006 Organic, the agency I now lead, launched a campaign for 20 Century Fox’s X-Men: The Last Stand movie onMySpace. It was huge: It was the first branded MySpace page, and users could activate an exclusive feature by friendingthe page. In just a few weeks two million MySpace users were our friends. I’m confident the effort helped make themovie’s $107 million opening the largest Memorial Day weekend opening ever at the time.But not long after the movie left theaters, the number of followers on the X-Men MySpace page dwindled to 1.7 millionfans, meaning 1.3 million fans vanished. I don’t blame them for bolting! The page went from an alluring online hub aboutcharacters they loved to a page where they could do little more than buy DVDs. Sure, that’s fine for a lone film, but X-MenBabelfish Articles Nov 2011 Page 4
  • 5. was a burgeoning franchise. Losing 1.3 million fans was devastating when you think about how valuable their continuedsupport would have been going into the promotion of 2009’s X-Men Origins:Wolverine or this year’s X-Men: First Class.These fans could have been used as influencers for the follow-up flicks. The buzz factor from this community could havebeen used to measure in advance the potential success of each sequel. Marketing budgets could have been accessedbased on the buzz. The cost of this effort? The salary of a community manager.Most marketers and agencies, including Organic, have learned a lot about social marketing since then. But some have not.I’m surprised when I hear marketers ask: ―How much Facebook do we need to buy?‖ It’s as if they think marketing online isthe same as putting a message on a roadside billboard—a boring, static ad you hope people will see as they flit from hereto there. I see too many boring Facebook brand pages that were created and now look abandoned.Social marketing takes a lot of work if a company wants to appeal to and engage distracted consumers. It isn’t an ad buy.It’s a commitment play.Some rules of the game:Solicit feedback and opinions.Consumers want to share their thoughts and opinions online—I’m shocked by how much they say—and this impulse is goodfor marketers.A few months back Organic launched ―Ban the Bland‖ for Kimberly-Clark’s U by Kotex asking customers to go online todesign a new line of sanitary products and vote on the most innovative ones. In just two weeks, there were more than270,000 visits to the website and 185,000-plus sample requests from social media awareness-boosting efforts alone. OnTwitter, there were more than 2,300 Tweets about U by Kotex. Since the launch there have been upwards of 2.7 millionvisits to the U by Kotex brand website and nearly 1 million sample requests.Consumers often have good ideas. They just need outlets for them. Consider My Starbucks Idea blog. There, consumers cansuggest new products, customer experience improvements, or new ways for Starbucks to get involved in the community.It’s engaging and ever-changing: Readers can peruse the most recent suggestions (vegan brownies, please); check out coolideas (hey, add a pin feature to the Starbucks mobile app); interact with other coffee lovers; and communicate withStarbucks employees who are responsible for listening and offering feedback.Starbucks is using social media to empower consumers, keep them engaged and give them a voice. That’s smart onlinemarketing.Encourage and incorporate user-generated content.Pringles’ Facebook page has more than 15 million fans. Why all the hoopla over potato chips? Because Pringles invitesfans to use the page as they do their own profile pages. The brand encourages them to upload photos—many feature aPringles can—share videos, and express opinions by answering poll questions. The page draws in digital natives and makesthem want to engage.Starburst is another savvy online marketer. Its ―Contradictions‖ campaign on Facebook asks fans expound on their ―juicycontradiction‖ slogan by submitting personal contradictions. (Example: ―I clean other people’s rooms, but my room is amess.‖) The 600-plus fans who have submitted their ideas get their name on a donation to VH1’s Save the MusicFoundation—and their words and faces become part of an engaging interactive feature.Use social media as an extension of offline ad efforts.Domino’s took a risky but refreshing approach when it came to marketing its product overhaul in late 2009. The pizzamaker launched an offline and online campaign blitz centered on its effort to improve its pizzas. The $75 million campaignincluded national TV and radio commercials. The company also set-up pizzaturnaround.com to chronicle the responses anddevelopment of the campaign with videos and gave consumers behind-the-scenes access to the new recipes on Facebook.This company is cooking: Its stock price jumped more than 60% in the months after the campaign launched.Employ search engine marketing.Google is the starting point to so many online interactions, and advertising based on questions typed into the searchengine will only become more important. Some marketers, including Converse, are buying ad space on Google againstseasonal or common searches—―how to kiss a girl‖ is one Converse has used.Eventually, marketers will be able to search based on the opinion of online social connections. When that happens,Babelfish Articles Nov 2011 Page 5
  • 6. companies that don’t have a grasp on social media will be forced to start over again with each campaign.I can cite 1.3 million reasons why that is a total loss.4 Recommendations For Benchmarking B2B Social Media Performance This YearNov 30, 2011 at 12:12pm ET by Derek EdmondTis the season…to wrap up budgeting and forecasting for 2012. As the year begins to draw towards a close, the hope isthat your search engine marketing initiatives have an upward trend attached to them. According to MarketingSherpa’s 2011B2B Marketing Advanced Practices Handbook, SEO ranked as the fourth most effective B2B marketing tactic.For many of us, B2B SEO now includes some component of social media marketing. Even though social media was only thetenth most effective B2B marketing tactic in the chart above,66% of organizations with a formal SEO process wereintegrating social media into their overall SEO strategy (see chart below).Babelfish Articles Nov 2011 Page 6
  • 7. While most will agree that social media delivers value outside of SEO, it is up to B2B marketers to demonstrate that valueto executive teams, particularly when budgets are proposed in the new year.As you’re planning for 2012 marketing initiatives, here are four ways to make sure that social media strategy, which helpsimprove SEO and beyond, stays on the budget in the new year.Conversion Metrics For B2B Social MediaAt least one of the benchmarks used when evaluating social media campaigns must be in relation to lead acquisition. Thechart below shows an example of a clients Google Analytics report, highlighting a select group of conversion rates, basedon third party referrals where social media campaigns were initiated.Babelfish Articles Nov 2011 Page 7
  • 8. What is not noted in this data, but should be considered is the level of sales-readiness in a lead being sent via socialmedia. We are working with many of our clients more on developing specific benchmarks highlighting the type of leads,and their place in the sales funnel.For example, white paper requests or embeds of an infographic are much different conversionsthan webinar registrationsor demo requests, as it pertains to the ability of a sales professional to initiate contact and potentially close a deal.The point is that while leads via social media initiatives might not lead to immediate ROI, there is value in building an everexpanding contact list, which may convert (or help support) more sales-specific content marketing initiatives down theroad.Link Building AcquisitionThe ability to acquire links through social media initiatives should certainly be a priority, and a benchmark that can helpsupport the value of social media moving forward.Networking connections built in Twitter and LinkedIn, as well as social bookmarking sites such as Reddit, StumbleUpon, andDigg, can open the door to site owners or marketers for various online publications.Simply noting links acquired via social media outreach or networking initiatives is a first step. Below is a screenshot fromRavenTools Link Manager tool, but even notation in Excel would suffice.As the year draws to a close, re-evaluate the sources of inbound links, to determine whether social media marketingplayed a part in link acquisition.Babelfish Articles Nov 2011 Page 8
  • 9. Brand Based Keyword Searches While ranking well for the brand may not be an important KPI for general B2B SEO success, growth in brand based keyword search referrals might make sense for social media. Why? Generally speaking, brand based keyword referrals should have higher conversion rates and traffic performance metrics. Take a look at a comparison between branded and non-branded keyword referral traffic and conversion rates for one client (year to date metrics): Conversion Rate on All Organic Search Traffic: 4.05% Branded Keywords: 9.52% Non-Branded Keywords: 1.75% ―Not Provided‖ Keywords: 3.70% Building brand awareness over time through social media, by way of a consistent growth in keyword traffic, makes sense when evaluated in combination with site conversion goals. The chart below highlights how we have grown this same client’s overall branded search referral traffic, in part through social media initiatives. New Visitor Traffic Finally, new visitor traffic plays a role in benchmarking social media campaign performance. As long as visitor performance metrics, such as bounce rate, time on site, etc. are consistent with other channels, the percentage of new visitors to a website, via social media campaigns, is something worth noting. Growth in quality new visitor traffic through social media initiatives infers that your campaigns are opening up doors and new areas of visibility for the organizations overall Web presence. The hope is that this traffic in turn can be developed into more qualified returning visitors and lead nurturing opportunities. Hopefully, these recommendations prove to be valuable, but I would love to read your thoughts and perspective via comments below as well. How are you benchmarking social media performance this year and into 2012? Opinions expressed in the article are those of the guest author and not necessarily Search Engine Land. Should Social Media Be Handled By an Intern? Writing by Nick Stamoulis Babelfish Articles Nov 2011 Page 9
  • 10. Should an intern be handling your social media? The long and short answer is no. I’ve worked with plenty of interns in my12+ years in the professional world. Some have been great and some were less than stellar. With interns, you can never besure of what you’re going to get or how fast they are going to burn out. While college-aged interns may be comfortableusing social media than some of your other employees, you should not be putting something so important and valuable asyour social media marketing in the hands of an intern.Here are 3 reasons interns should not be in charge of your company’s social media:Flake factorMost interns are working for free. And while you may hide that fact behind the smoke and mirrors of ―resume building,‖ itdoesn’t change the fact that you aren’t paying them to be there. This usually means that the internship will come secondto school and side-jobs that actually do pay. I’m not saying all interns are flakes that fail to show up on day two, but youhave to remember that your company is not high on their priority list right now, ―resume building‖ or not. Social mediamarketing requires constant attention and daily updates to be most effective. Commitment is crucial! Most social mediamarketing campaigns fail because a company didn’t give it the long term attention it needed to grow. You can’t afford tomiss 3 out of 5 days in a week because the intern didn’t showLimited experienceThe reason they are your intern and not a full-time employee is because they don’t have the experience or training yet tobe a full-time employee. They are coming to you and your company to learn and grow and get real-hands on experiencein their given field. This means they are going to make mistakes (part of the learning curve); do you want your socialmedia reputation to be the mistake? A carefully built up online reputation can come crashing down around your ears in amatter of hours with one wrong social media step. When you think about all the social media mistakes professionals canmake, what could potentially happen with an untrained intern?No long term commitment to your companyWhile every intern is tempted by the idea that they might actually get hired after interning for you for six months, mostunderstand and accept that it’s a slim possibility. If someone doesn’t have a long term commitment to your company,chances are they won’t fully understand your business goals and messaging in the short time that they are there. In orderto do social media marketing ―right‖ you have to know what you are trying to accomplish, what you want to say and whoyou are talking to. emory @ clickfire October 19, 2011 at 2:40 pm Nick, I don’t think I’d want to put an intern ―in charge‖ of anything that might involve brand presentation. Nor would I want a VP tweet all day.There is plenty of hands of work that an intern can do with a little training and at low costs to help a SM campaign– research, lists, posts, etc. koch October 20, 2011 at 2:39 pm Leaving an intern alone to do all the work is like gambling with you company’s reputation. Not saying that there is no creative fast-thinking young people out there but social media requires a min. of business / industry knowledge associated with some marketing skills. The best way of using an intern properly would be giving him/her some guidelines, and before anything gets published on the web must get approved by someone responsible for the PR of the company: Pres, CEO, VP, manager, etc.. If the intern is not serious, you’ll know pretty soon, and better move on to someone who are willing to learn this with your company. That’s right! Interns might not put your company as priority due to low or no pay. However if they accepted the job is because they were willing to learn something new and exciting! And perhaps take this amazing social media experience to the next level. Not only that, but also the person responsible for the intern will learn what’s more appropriate for their own business through the experience they’ll have with either either, their own or an external marketing company. Peace out! Austin marketingBabelfish Articles Nov 2011 Page 10
  • 11. October 24, 2011 at 9:46 am I believe that since interns do not have any long term commitment to the company, they do not feel responsible to any act whose repercussions are in the future and this affects their current actions. Thus they should not be left to handle such vital matters which are material to the company’s corporate image.The Challenge Of Socialby Gord Hotchkiss , Thursday, Dec. 1, 2011Every quarter, I fill out an online survey about digital marketing trends. One question always shows up: ―Are you looking atsocial as a replacement for search in your online marketing strategy?‖ I always answer no, and to myself, comment thatit’s a stupid question asked by someone who obviously doesn’t know much about online marketing. But now I wonder --is it really such a stupid question? Aren’t many experienced marketers asking themselves exactly the same question?The Social Graph (or Network, or whatever you want to call it) should be the single biggest opportunity in marketinghistory. But marketers are stubbing their toes by the millions in trying to step over the threshold into the golden glow ofthe online social party. It seems it’s incredibly difficult to figure out.Search, on the other hand, was easily pigeonholed as a direct-marketing channel. Search was so easy to ―get‖ formarketers that Google turned it into a self-serve model and became the fastest growing company in history as a result.For marketers, I suspect, the very ease of search has caused it to be considered a limited opportunity. Social, on the otherhand, seems virtually limitless. It expands into hundreds and thousands of fascinating, if somewhat cloudy, opportunitiesto connect with customers. As I said, in theory, social seems like a marketer’s dream come true. But in practice, it’s anunwieldy animal to wrestle to the ground.Here’s just one example of the challenges inherent in mapping the online social landscape. Pitney Bowes felt there wastremendous potential in social to foster deeper engagements with its customers, building long-term loyalty. But ratherthan jump headlong into it, Pitney Bowes decided to test its assumptions through a survey of those customers first.The result? Social may not be all it’s cracked up to be:“These findings will give decision-makers pause for thought,” the report (from the survey) stated. “Businesses can beforgiven for getting swept away by the hype of surrounding social media and wanting to invest in such activity as soon aspossible. ... But results show that those businesses tempted to lead with such techniques will quickly find themselves outof step with customer thinking.”So why is social so awkward to leverage effectively? I suspect it’s because the exact same things that make social sopromising also make it incredibly unwieldy to manage. It’s part of our lives, which means we’re engaged, but what we’reengaged with is rarely what an advertiser wants to talk to us about.Marketers get caught up in the concept of participation rates and usage. Facebook has one of the highest reaches of anyonline property, second only to Google. Alexa estimates that almost half of the total Internet user population (about 49%)uses Google regularly. Facebook is just behind at 43%. But if we look at time spent on site, Facebook comes it an about 25minutes a day, compared to 13 minutes a day for Google. If we were using engagement as an indicator of marketingpotential, this would have us salivating like a St. Bernard over a fresh bowl of kibble.But the reason I don’t trust engagement as a metric is that it doesn’t consider intent. And intent is the key differencebetween social and search. The reason search excels in marketing is that it’s all about intent, and what’s even better, it’sabout identified intent, neatly labeled by the search query. In the history of marketing, it’s never been easier than this tointercept a motivated buyer.I don’t mean to minimize the value of a well-managed search campaign, but compared to other channels, it’s prettydifficult to completely flop on a search campaign. The same is not true for social. To illustrate, let’s step back and look atthis from another point of view, one that removes some of the hyperbole that surrounds online social.Let’s say you’ve just decided to sell your 2007 Honda Civic. As you’re backing out of your driveway, your neighbor flags youdown and asks you how you like your Honda, and if you know where she could buy a good used one? From yourperspective, this aligning of the planets seems too good to be true, but it’s similar to what happens on a search enginemillions of time every day. It’s the power of alignment with purchase intent.But let’s take a different tack. Let’s imagine that as you drive down the street, you see that one of your neighbors ishaving a party. In front of their house, there are at least 12 cars parked, including four Hondas. ―A-hah, ― you say, ―a perfectgathering of potential Honda buyers, with at least 33% of them showing a preference for Hondas‖ (note: if this is whatyour internal dialogue actually sounds like, you should consider an extended leave from work). You ring the doorbell andBabelfish Articles Nov 2011 Page 11
  • 12. begin to work the crowd. The only problem is, no one came to the party to buy a Honda. Not to mention the obviousquestion on everyone’s mind: ―Who the hell invited you?‖If your goal is to unload your Honda, I know what scenario I’d be betting on. It almost seems ludicrous that we’re evenconsidering Scenario B as a substitute for Scenario A. Yet, every three months, I get that survey asking me if I’m thinkingabout it. I know -- it doesn’t make any sense to me, either.CuboCC reforça perfil full serviceAgência digital contrata Rodrigo Toledo (ex-JWT) como diretor geralALEXANDRE ZAGHI LEMOS| 14 de Novembro de 2011 • 15:54Toledo e Martini de olho na migração das verbas da mídia para os serviços agregadosCrédito: Arthur NobreHá um ano e meio sob o controle acionário do Grupo Interpublic, a brasileira CuboCC muda a estrutura diretiva paraadequar-se ao seu acelerado ritmo de crescimento. Outro objetivo contemplado com os movimentos mais recentes é o dese firmar como agência full service, mantendo sua forte expertise digital como centro do pensamento estratégico nosprojetos para seus clientes.Com a finalidade de dividir as responsabilidades executivas da empresa e contemplar esta atuação mais ampla, ofundador, sócio e CEO Roberto Martini foi buscar em um profissional de carreira na publicidade o nome para ocupar adireção geral da CuboCC. Rodrigo Toledo assume a função após cinco anos na JWT, onde foi o diretor global da conta de Lux,o que inclui passagem por Bancoc, na Tailândia, e outros seis anos na Lowe. Sua carreira na área de atendimento começouem 1997, na Y&R.A meta de Toledo é contribuir para reforçar a oferta de criação e produção de comunicação integrada, que há muito já nãolimita o trabalho da CuboCC ao ambiente digital. ―Dentro do desafio de nos tornarmos profissionais híbridos, dominandotodos os meios, estar aqui nesse momento é antecipar o futuro‖, salienta. ―Buscamos profissionais do off-line paraaprender mais de um universo que não dominamos tão bem e também para nos ajudar a desenhar nossos próximospassos‖, acrescenta Martini.As mudanças ocorrem no momento em que a CuboCC ultrapassa a barreira dos R$ 100 milhões de faturamento, prevê fecharo ano com resultado de R$ 115 milhões, o que significa alta de 15% em relação ao ano passado, e projeta crescimento de35% para 2012. Desde que o Grupo Interpublic comprou 70% de suas ações, em março de 2010, a agência ganhoumusculatura para expandir seus negócios e se mudar para uma nova sede, em São Paulo, bem maior que a anterior, ondeagora comporta 140 funcionários.Ao lado de Martini e Toledo, estão na condução da CuboCC os diretores Luisa Bernardes (integração), Matheus Barros(operações) e Eduardo Sumi (canais). Como parte do Interpublic, a agência tem se beneficiado de novas ferramentas deacesso à informação e de uma estrutura administrativa mais bem estruturada.Os três principais clientes da casa são Unilever (11 marcas), Kraft Foods (Halls, Trident, Chiclets e Bubbaloo) e Google (Orkut,Google+, Chrome e Youtube). Esta lista acaba de ser aumentada com a chegada da verba de Liberty Seguros, seguradoraoficial da Copa 2014. ―Nosso foco é trabalhar com marcas globais ou líderes de mercado, que nos permitam crescer‖, frisaBabelfish Articles Nov 2011 Page 12
  • 13. Martini. O estilo da CuboCC reflete muito o pensamento de Martini, um jovem profissional que começou carreira como programador e diretor de arte e tem o empreendedorismo nas veias. Integrou o grupo que fundou a AG2, no Rio Grande do Sul, quando tinha apenas 17 anos. Depois disso, embarcou na sociedade da Rage, agência digital que chegou a integrar o portfólio da holding Prax, ao lado de W/Brasil, Lew’Lara e Escala. Em 2004, ainda com 24 anos de idade, Martini fundou, ao mesmo tempo, a CuboCC e a produtora Santa Transmedia. ―Eu queria aprende a dirigir filmes‖, conta ele. Após sua saída da Santa, deu à CuboCC a dupla personalidade de agência e produtora que entusiasmou o gigante Interpublic a adquirir seu controle, mas mantê-la como unidade autônoma, sem vinculo direto com nenhuma de suas redes globais, como DraftFCB, Lowe e McCann. Com a chegada do novo controlador internacional, deixaram a empresa Raul Garré e Rodrigo Elste, os outros dois sócios fundadores da CuboCC, que nasceu com o espírito ―garagem‖ que norteou muitas inciativas da esfera digital. Agora, com a chegada de Toleto, Martini quer dedicar mais tempo ao processo criativo e também ao comitê global criado pelo Interpublic para pensar o futuro do grupo. A expertise da equipe brasileira tem, inclusive, auxiliado na prospecção de contas em outros países. Para participar de projetos das empresas do Interpublic mundo afora, a CuboCC mantém um executivo dentro do escritório da holding em São Francisco, nos Estados Unidos. ―Trabalhamos com a perspectiva de migração das verbas da mídia para os serviços agregados‖, aponta Martini. Hoje, metade do faturamento da CuboCC vem de projetos que envolvem a compra de mídia e a outra metade dos serviços de produção. Martini acredita que após consolidar sua presença no Brasil pode aproveitar a capilaridade do Interpublic para expandir a marca CuboCC para outros mercados. ―Mas, por hora, ainda vivemos um cenário de demanda crescente no Brasil‖, ressalva.Mobile Know-It-All: Encyclopedia Britannica on iPhone Will Old-School Your Silicon Valley Ass by Steve Smith,It was once an upper-middle-class status symbol like no other in the smartly accessorized home of the American 1940s, 50sand 60s. That long shelf of dark-spined volumes from Encyclopedia Britannica spoke to your commitment to your children’seducation, to serious thought, to even more serious conspicuous consumption.Do you know how much those damned things cost? In my working/middle-class home, we got the World Book and werehappy for that. In our neighborhood you went to a library or Richie Rich’s house if you wanted to see what an Encyclopedialooked like.Well, the Britannica is not quite the pricey emblem of high net worth the brand once was. It is hard to imagine a product sothoroughly challenged and made obsolete by the Internet as a hard-copy encyclopedia. In fact, sometimes it is hard to tellif ―Wikipedia‖ has a chortle to its name.But Encyclopedia Britannica saw this one coming many years ago and has been aggressively cultivating online models forits content for a decade at least. All of that incredible research and exhaustive material from experts in their field continuesto sniff at the likes of Google and Wikipedia, but EB.com surely has embraced the power of digital distribution and access.And now the full contents of the encyclopedia, all 80,000 articles, is available for a mere $1.99 a month on the iPhone.The Encyclopedia Britannica App is now available for the iPhone and iPod Touch. It is a free download and gives the non-paying user free access to 100 articles and the first 100 words of anything thereafter. The $1.99 a month adds full contentaccess and the ability to download content for offline reading, saving and sending articles, a search history, etc.The interface is excellent. A Bing-like search box is the main point of entry, but there are also tools for browsing from anumber of different directions. You can tell that these folks have been cracking the nut of wrangling massive amounts ofcontent into a usable interface. The main reading screen is kept large and uncluttered, with tools that slide in as needed andBabelfish Articles Nov 2011 Page 13
  • 14. the most likely features always kept at hand.The app is designed for both the task-directed researcher and the data dog who just likes digging. The results of a searchgives you descriptive and helpful one-liners that telegraph where the next click will lead. Try this stuff with Google.Even better, Britannica learned long ago to drop any Anglophile and stuffy affectations. It has fun facts all over the place, adaily calendar of historical events, and artful animations for most operations that keep the whole experience pleasant andengaging.Omnicoms Annalect Will Merge Offline And Online Databy Laurie Sullivan , Wednesday, Nov. 30, 2011With Annalect, Omnicom Media Group is quietly rolling out a strategy identifying propensity and buying signals from non-digital channels combined with digital signals to create a more complete audience targeting ad profile.The idea is to stuff years of aggregate media research, behavioral research, and attitudinal research analyzed by expertsinto digital data management platforms. It would add what Omnicom refers to as "synthetic" signals to audience segmentsand groups of cookies.Synthetic means having an audience segment built for an advertiser with consumers who might like fashion, technology, andspecific brands. This audience segment lives in a certain geographic location and tends to have a higher propensity to drinkPepsiMax than anything else. Annalect has determined a method to match that offline activity to a digital audienceThe strategy takes some match keys like age and geo and uses them to augment available digital data, not with a directsignal, but with a synthetic signal, which might assume the consumer will drink PepsiMax every day for an entire month. Itsbased on specific buying behavior.While Omnicom will take the lead in designing the strategy and the processes, BlueKai will support the service throughtechnology. "Were the plumbing and some of the data," Omar Tawakol, BlueKai CEO, told MediaPost.Tawakol said allowing companies to use offline data in their online ad targeting will give them a competitive edge. Severalcompanies may compete for the same inventory on ad exchanges. The company with the knowledge to gain that data at abetter price or willingness to pay more because it will produce higher results gets the advantage.When Tawakol sat down with Dean McRobie, CTO of Annalect, to find out what data platforms need to do to make this visionbecome a reality, he said demand side platform provides need to figure out how to overlay data that doesnt come into thesystem in pixel form.In fact, there are lots of challenges, such as being able to use the data in real time, and structuring it to join data segments,rather than map cookies. Its a complicated subject, but companies will need to sort through the details of joining offlineand online data before becoming truly successful.Five Tips for Driving Word-of-Mouth -- No Matter What Your Product IsYou Dont Have to Have a Sexy Tech Gadget to Benefit From Buzz By: Malcolm Faulds Published: November 28, 2011Its what every marketer wants—boatloads of customers talking about its products, posting detailed reviews online andtweeting about its brand far and wide. And for good reason: Authentic recommendations from a friend or "someone like me"are far more influential than anything a marketer can buy. In a world dominated by social networks, consumer buzz canmake a brand stand out amidst the noise and reap real-world profits.But is there a formula to making a product conversation-worthy? And more importantly, is there a way to keep thatconversation going over time?Wharton School of Business marketing professor Jonah Berger and doctoral student Eric Schwartz took on this challenge Babelfish Articles Nov 2011 Page 14
  • 15. with their recent study, "What Drives Immediate and Ongoing Word of Mouth." The study examines the psychological driversof word-of-mouth for products, based on data from hundreds of BzzAgent social-marketing campaigns. They explore whypeople talk about products, how product discussions differ online vs. offline and the actions companies can take to generatemore product buzz. Heres what they found.Products Dont Have to Be InterestingConventional wisdom holds that consumers will only talk about cool, new products they find interesting, and talk aboutthem in a way that will be beneficial to their social currency. Berger and Schwartz characterize this as online behavior—indigital settings, consumers are more aware of being watched by peers and, therefore, are motivated to post about brandsthat will be well-received by others. They call this "motivated transmission." (Klout score, anyone?) And yes, the study has amethodology for identifying "interesting" products.They claim behavior in face-to-face settings is different: Its less about motivated transmission and more about whatproducts are top-of-mind at a given point in time. Interesting products may generate immediate discussion as novelty items,but that fades fast. Simply being interesting doesnt give a product conversation staying power.The good news for marketers is that the magic of word-of-mouth isnt limited to certain product categories. Under the rightcircumstances, common products can generate far more consumer discussion.Its All About AccessibilityThe study finds that the biggest driver of discussion is the accessibility of a product. People naturally talk about what theysee and whats top-of-mind. The drink in your hand, the package on the table and the makeup on your face may not be asinteresting as a shiny new tech device, but they are discussed far more frequently.Woody Allen was on to something when he said 80% of success is just showing up. The challenge for marketers is to gettheir products where they can be seen in a natural conversational context or to create visual cues that stimulatediscussions.Connect With Consumers Through SamplesPeople cant say much about your product if they havent used it. The study found that product samples generated thegreatest increase in discussion. Not because consumers felt a need for reciprocity, but because they must have first-handexperience with the product to understand what it can do.It takes more than a simple handout at the train station or a trial-size tube in an envelope. You have to connect with peopleand make the brand come alive with ideas for activities and suggestions for using the product in more creative ways. In itslatest shopper-marketing report, the Grocery Marketing Association referred to this as winning both hearts and carts.Coupons and rebates may lead to a product experience, but they are focused on the cart and are a complement, not asubstitute, for a sample.Your Marketing Can Provide Valuable CuesThrough various cues and triggers, marketers can make products more accessible. Branded items such as stickers, hats andT-shirts expose brand messages in natural conversation. While not critical to a social-marketing campaign, they can help.The study associated using branded giveaways in campaigns with a 15% increase in word-of-mouth.Marketers can also create links that associate common things with their product, especially if the stimuli or usage situationis one that people do not already connect to the brand. Two examples cited in the study are the cues that ducks provide forAflac, and the cues that the orange color of Halloween provides for Reeses candy. The report also cites a BzzAgent programfor Boston Market that helped create a new association for the brand. The restaurant chain, usually associated for manypeople with lunch, worked with BzzAgent to target specific customer profiles with dinner-related messaging and offers thatboosted word-of-mouth by 20%. Countering consumer expectations can be a powerful tool for getting consumers to talkabout a brand.Buzz Can Be for EveryoneConsumer discussion about products isnt a matter of chance. It happens every day to almost every type of product. Thegood news is that marketers can impact how often, and for how long, their products are the focus of conversation. Goahead—your customers are waiting for their cue.Did Griffin Push Time Too Fast? Change Agent Didnt Mesh With Entrenched Corporate CultureBy: Nat Ives Published: February 21, 2011The firing last week of Jack Griffin by Time Inc., just months after being brought in amid much fanfare to turn the magazine Babelfish Articles Nov 2011 Page 15
  • 16. giant around, sent shockwaves through the close-knit New York publishing industry, and raised the inevitable question: Whybring in a change agent if you dont want too much change?According to Time Warners version of events, it wasnt about resistance to change -- but came down to a clash inmanagement approach. In his memo announcing Mr. Griffins departure, Time Warner CEO Jeff Bewkes was blunt: Mr. Griffins"leadership style and approach did not mesh with Time Inc. and Time Warner."Yet Mr. Griffin, who spent just five months in the job and added the title of Time Inc. chairman in January, wasnt known asparticularly alienating in his prior post running Meredith Corp.s magazines, according to people who have known and workedwith him for years. Jack GriffinThe discrepancy appears to boil down to two things: conflicting expectations of what he was brought in to do and the wayin which he went about doing it in a place with a deeply entrenched culture and powerful veterans. Some have called it aclassic example of "change agent" complex, a common issue in adland, where exciting new hires are brought in and startmaking moves that companies arent ready for -- or dont intend for them to make.Mr. Griffin was certainly billed as someone capable of changing up Time Inc. At Des Moines-based Meredith, he successfullyled the companys move toward consultative-based selling and, using the direct relationships Meredith had with readersand its expertise in women, launched a marketing-services business, investing in social-media and digital agencies.But at Meredith, where Mr. Griffin held a variety of posts during two separate stints in the 1990s and the 2000s, he had timeto gradually get to know the players while hiring and promoting others. In his few months at Time Inc., he made changeswithout building much constituency for them, a Time Inc. employee said last week. "He brought in all these consultants whowere telling us how everything we were doing was stupid, and actually some things we were doing were pretty smart," theemployee said.Mr. Griffin could be described by some as distant during his time at Meredith. But was he imperious? "That isnt themanagement style I knew," said an industry executive who has worked with Mr. Griffin. "He was demanding and very clearand focused on what he wanted. Ive heard hes tough. He doesnt show a lot of emotion. But many people who I know whoveworked for him over the past five years loved him.""Jack doesnt suffer fools gladly, and I know that he was trying to change the culture at Time Inc.," this executive added, "butwhy do you bring in someone from the outside if thats not what you want him to do?"Thats a matter up for debate as well. In announcing the hire last fall, Mr. Bewkes said Mr. Griffin would "further advance ourlead position in the industry and accelerate the expansion and innovation of our titles on all platforms." Thats not exactlyasking for a kick in the pants. Jeff Bewkes Babelfish Articles Nov 2011 Page 16
  • 17. Time Warner maintains that Time Inc.s business was looking up by the time Mr. Griffin arrived and its strategy -- whichincludes reversing a decline in circulation revenue and margin; extending a direct relationship with customers, makingcontent available on all digital platforms; and expanding a footprint in marketing services -- will continue, according to thecorporate parent.But Mr. Griffins departure is disappointing, said one person who buys print media. He was skilled at applying new thinking totraditional models and his arrival at Time Inc. was seen as "exciting and appealing." Yet this person, along with others bothinside and outside Time Inc., questioned certain personnel moves, for example letting go of Kirk MacDonald, formerpresident-digital at Time Inc., and in December moving Kim Kelleher from publisher of Sports Illustrated, where she had madeseveral hard changes that were starting to pay off, into the publisher role at Time.For his part, Mr. Griffin issued an equally terse statement on Friday afternoon, defending his short tenure at the publisher."I was recruited and hired by Time Warner to lead the business transformation of Time Inc., based on my clear record ofsuccess and results in the industry," Mr. Griffin said in a statement issued Friday, the day after he was ousted. "Thiscontinued at Time Inc., with the consistent and documented acclaim of Time Warners senior management. ... My exit wasclearly not about management style or results. I leave behind a first rate team and wish them all the best of success."Mr. Griffin succeeded Ann Moore as Time Inc. CEO in September and added the title of chairman in January. His changes at thecompany included splitting the news and sports group in two; shuffling publishers at Time, Sports Illustrated and Money;elevating Martha Nelson from editor of the style and entertainment group to the companys No. 2 editorial post, behindEditor in Chief John Huey; promoting Paul Caine to exec VP-chief revenue officer, handing him many duties that had beenhandled by Stephanie George; naming Ms. George CMO, a newly created position; and hiring Randall Rothenberg, who hadbeen president-CEO of the Interactive Advertising Bureau, as Time Inc.s first chief digital officer.Mr. Griffin will be replaced on an interim bases by three executives managing as a committee, Chief Financial officer HowardAverill, General Counsel Maurice Edelson and Mr. Huey.Under the hands-off management style of former Time Inc. CEO Ann Moore, the three were said to have gained power andoperated fairly independently -- and insiders note they worked closely with Mr. Bewkes. While some in the industry werefloating Mr. Rothenberg, brought in by Mr. Griffin, as a potential replacement, Time Warner said it would conduct a full searchand wouldnt rule anyone in or out.Meanwhile, the industry absorbed the shock."Frankly dont get it," a Meredith employee said on Facebook, saying he worked for Mr. Griffin for six years and also hadworked at Time Inc. "JG too smart..."~~~Contributing: Ann Marie KerwinCharisma and the Successful Community ModeratorPosted by Jeana Anderson / March 12, 2010 10:30 amI always find myself under the spell of the charismatic, in real life and online. Babelfish Articles Nov 2011 Page 17
  • 18. The power of charisma shines through in a person’s online activity, making them, quite simply, really likeable. They listen,are positive and authentic and as a community manager, I actively try to eke out any ounce of my charisma that I havenaturally as well as trying to learn from the insanely likeable.The effect of charisma became glaringly clear after I read an article published by Psychology Today that detailed andquantified its impact on business communication. The article was based on a study that followed an executive educationcourse that culminated in a presentation. The presentations were given in teams and the study highlighted the traits of theteam that communicated its final presentation most successfully. I’ll give one guess on a trait that led to success:Charismatic team members. Or what the study called ―energetic but focused listeners.‖ This type of team member helpedlead a team to success by enabling higher quality brainstorm sessions, and as a result these teams had ―high levels ofengagement, trust, and cooperation.‖ Insert light bulb moment here.Engagement, trust and cooperation are the foundations of a well moderated and productive community. This finding simplyreinforces what good community managers already know: so often, when acting as the conduit between a brand and itscommunity, it’s not what you say, it’s how you say it. @Misskatiemo, comes to mind. She’s a community manager for Radian6who is fairly delightful: answering questions with a virtual smile and wishing community members luck before they presentthe data they’ve compiled with Radian6.What Katie and other great community managers understand is that simply saying ―thank you for your feedback,‖ beingpolite and conversational, all while letting the community know that they matter can prevent social media bombs. It’simportant to treat a community member as a part of your team and tirelessly work to get them an answer even in the midstof a how-the-heck-do-I-answer-this-question situation, or better yet, a get-legal-on-the-phone question. More often thannot, the community member expects that they’re being listened to and they want to know that their feedback isappreciated.Haters and instigators exist in every community, but beyond those outliers, a sense of Team Brand or Team Cause exists.Charismatic community moderators instill a sense of trust in their ―team‖ that is apparent when the community can becounted on to answer each others’ questions. I hear @JessiO celebrating these team victories and often look over to see herfist pump and shout a helpful community member’s name. Team: 1, Haters: 0.If nothing else, a charismatic leader can lend some focus to community and give it some direction as it does some collectivebrainstorming. With a united front celebrating the brand/cause when it does something awesome and constructively lettingthem know when a product or action is less than awesome, the brand is always getting a boost either way.Trusting Edelman Buzz?Posted by Heidi Skinner / February 23, 2010 2:05 pmEdelman recently posted the results of a study they did on consumer trust. The study claims that ―The number of peoplewho view their friends and peers as credible sources of information about a company dropped by almost half, from 45% to25%, since 2008.‖ Is social media just a passing fad?Definitely not. While the article brings up an interesting topic, I believe that Michael Bush’s primary intent was to stir upsome controversy, rather than claim there has been an official shift in online consumer behavior. Before we abandoneverything we know about social, ask yourself 2 questions…Is what they are saying true?I’m not sold on the methodology. Based on the way the data is displayed in the article, it’s easy to criticize the surveytechnique. The wording is relatively biased and appears to focus on advertising, in general. As an alternative, the research Babelfish Articles Nov 2011 Page 18
  • 19. could offer more credibility if consumers were asked who they trustedmost for purchasing advice or recommendations. What does it mean for social media marketers? Survey details aside, the article surfaces the very important topic of relevancy and timing in social media marketing. In order to solve for this problem, marketers must craft solutions to address:1. Consumers experience a tremendous amount of digital litter online. Most content offered is just noise, and often doesn’t meet consumer’s exact point of need.2. Social Media is not a retail medium. It’s about building relationships. Over time, these relationships establish trust, engagement and ultimately advocacy, which definitely impacts the bottom line for brands.3. Consumers are first, brands and branded messaging will always be second. Consumers use social media to socialize with their friends, family and peers. If they want to engage with brands, it will be on their terms.4. Content is no longer ―king‖ – relevancy is. Consumers have been taught that if they sound-off questions, someone will answer. By choosing to be active in social media, brands can offer solutions as a trusted source to weigh-in on those direct consumer questions. If you’re active in social media, I wouldn’t get too hot and bothered over the study results. PR agencies are great at generating buzz, so kudos to them for stirring the pot. Now, take it a step further. Go beyond the buzz, and focus on developing long-lasting, sincere relationships with your fans online. Move Beyond the Check-In: How to Make Events Truly Social Posted by Leif Fescenmeyer (@ebreakdown) / August 25, 2011 12:18 pm / Chicago How do we as marketers make events more social? How do we tap into the large audiences and retain them and make them brand advocates? For as long as I have been working in social, two things come to mind, awareness and retention. As a marketer, I try to build and increase awareness of brand and products, while retaining the online consumer using social media. However, with the increased use of mobile devices and the connectivity with social media platforms, locations are becoming a new way of targeting and communicating with an audience. Location based services, such as Foursquare, Facebook Places, Gowalla, etc., are being utilized more by the consumer, especially those who use smartphones. 17% of smartphone owners have used a check-in service, according to eMarketer. Users are broadcasting their locations to their friends, discussing what is happening and being incentivized by brands to continue to ―check-in.‖ Where the amount of adults using location based services is relatively low, around 4%, the sheer volume of check-ins on these services should not be ignored. According to Dennis Crowley, Foursquare’s CEO, there now are over three million check-ins a day and Facebook Places reports they are experiencing above 750,000 check-ins a day. With this volume of check-ins, how do marketers tap into this action by the consumer? How do we move beyond the simple, one-off check-in and apply some sort of value to the consumer, some level of conversation and incentive, and ultimately retain these users who are interacting with a brand, in real time, on-site at an event? That is is what my SxSW panel is exploring; that is the conversation we need to have. Babelfish Articles Nov 2011 Page 19
  • 20. Using check-in services, new technologies and on-site content, how do we tap that consumer who is reaching out to theexperience they are living, at that moment? We are starting to see a shift already in these networks. Mostrecently, Foursquare announced they are offering an ―Event‖ based check-in to go along with location. Which will allow usersan easier route to broadcast to their friends what they are doing, not just where they are at. While that is happening, theyare also mentioning the brands. Free and uninterrupted promotion of a brand with relatively little effort by the brand tospark that conversation. So, the question is, how do we leverage that conversation? How do we engage that consumer, inreal time? And, how do we retain them?It goes without saying, that some moderation of events is required for engagement with the consumers who are checking in,as well as some sort of incentive. But, creating valuable relationships and to retaining these consumers, we need to engagecreatively and with the long-term relationship in mind.Some questions come to mind that I think all of us need to consider.1. How do we leverage mobile, real-time content to engage a consumer who is checking in?2. Are there new and innovative technologies, such as projection mapping, tweet-to-screen, live sentiment measurement,that we can tap to create that ―wow‖ factor in the eyes of the consumer?3. How do we as marketers take those onsite tactics and marry them with online channels and create relationships?4. Think beyond the incentive and think more inline with valuable relationships. How do we create a relationship and brandadvocacy without incentives.5. And finally, how do we move away from the one-off cool factor of events and continue the advocacy?Do you have thoughts on the matter? I would love to hear them! Critical Mass and I are hosting a Twitter chat today at 2pmCST. Just follow the #socialevents hashtag and we’ll have a conversation about this new, burgeoning field.Additionally, check out our SxSW panel topic and vote for it! We have some pretty smart people lined up, from Critical Mass,GMR and Foursquare, to help navigate and find a solution to this goldmine of opportunity!Life Beyond the “Like” – The Evolution of Branded Social Media CommunitiesPosted by Jeana Anderson / May 4, 2011 8:04 am / ChicagoWe’ve gotten beyond the idea that brands using social media is more than just a trend. This year, social media has reached acritical mass at which we must handle the audience playing in that space with intelligence and strategy – It is not a ―B‖platform to follow your ―A‖ platforms.A recent Emarketer piece reinforced this. The article titled US Social Network Usage: 2011 Demographic and BehaviorTrends outlined the slowing, and projected continued slowing growth of unique new social network users. With theknowledge that growth is slowing and the assumption that less new users mean more seasoned or savvy users, does thismean that consumers will start to tune out attempts to market to them in social media? If we’re in this stage of saturationand tune-out, what is the next chapter in community management? I’m going to focus the remainder of this post onFacebook and Twitter, but a future post will detail other opportunities to evolve social media marketing for your brand.Giving some teeth to the quantitative data, Critical Mass did its own digging through our proprietary qualitative researchnetwork, Curious, to get a little insight into the reasons consumers engage with social media. Curious took away some keyinsights that shed more light on what consumers are more apt to engage with and the types of content that will cause themto click the ―unlike‖ button. Ian Roberts wrote a post that helped dig into this a bit more. He outlinedThe top reasons Curious found that a consumer ―liked‖ brands on Facebook were:1. Promotions and coupons2. Advice or support3. Exclusive information Babelfish Articles Nov 2011 Page 20
  • 21. The top reasons to like or follow fall under the umbrella of adding value or building a relationship – social media’s bread andbutter. Consumer’s look for and feel comfortable with these ways to engage because they feel appropriate in the medium –a space built for sharing and building relationships. These reasons to follow validate the concept of community moderation,which works to reward sharing and participation and builds a safe place to converse over shared values or interests.Consumers ―Unlike‖ brands on Facebook that they perceive in the following ways:1. Fake2. Sales-yBrands who want to market instead of converse in social media are experiencing serious push-back. Curious was told by alarge part of the sample that brands engaging with consumers on Facebook, can be ―superficial‖ or ―deceptive‖. Consumersalso worried that following brands put a social media user at risk of getting their feed ―spammed‖. With only 50% ofFacebook users believing ―marketers are welcome participants‖ on Facebook and 70% who felt like they hadn’t given brandspermission to market to them (ExactTarget, 2010). The numbers don’t lie. Anecdotally, I’ve worked on brands in a previous lifethat have had serious client-side forces pushing for sales-y initiatives that weren’t a good fit for the community or theconversation in which it wanted to engage. When those types of posts went up, there was radio silence in the communityuntil the content reverted to the types of posts with which the community already felt comfortable.The bottom line: Consumers get it. They know what they want. They’ve seenthe kind of experiences they can have fromsome of the industry leaders and they are holding all brands to the same standard of excellence. If you don’t do it, you’rea goner (not to be dramatic), but if you keep pace, the kind of access you have to customers will be marketing gold. Theimplications of social media saturation should be at the top of your list of considerations as you work to develop a strategy.For success in keeping your community engaged beyond the ―like,‖ focus on:Repeat EngagementWhile I realize that no social media KPI list is complete without the phrase ―increase fans and followers,‖ the focus should beon repeat engagement first. In all considerations in social the first questions a practitioner, planner or strategist shouldpose and ultimately answer is, ―why will people come back?‖ This applies to mobile and Facebook apps, Twitter handles,blogs – everything.Establish the promise for value-add that your brand will make to your fans and keep it. To the point above from our Curiouscommunity, fans are coming for coupons, promotions and exclusive content. You need to keep this content coming in newand exciting ways. Not to mention, generic will no longer be acceptable to these savvy community members. Personalizationand smarter social integrations will continue to make your brand relevant to the consumers daily life—a welcome additionto their feeds as opposed to a static nuisance.1-800-Flowers does a fantastic job inspiring repeat engagement by offering specials that coincide with occasions/eventsthat inspire the gift of flowers both on the brand’s Facebook page and the Web site. While I disagree with using discountsand coupons solely to inspire repeat engagement, I do agree with 1-800-Flowers Fresh Rewards program, which not onlygives points for sending flowers, it also reminds a user of certain dates that he has fed into the system.Relationships and ServiceBuilding relationships is a little harder to measure, but as fans reject brands that aren’t genuine, brands that want to play inthe social space need to assess how much of a person they’re willing to be in order to build relationships. Will your brandreveal the person moderating a page by name or will it put up a corporate wall? On either end of the spectrum, making itclear that the posts or tweets are coming from someone who is a lot like the fans on the platform bodes well forrelationship and community building.The Nissan LEAF’s high-touch, information heavy, product launch required using transparency to form relationships. Answeringquestions as they arose was imperative to keeping the community’s trust throughout the purchase process that was unlikeanything U.S. auto buyers had experienced before. This isn’t the only way to build relationships. In communities where it’sbrand-appropriate, a real person can address the community and build the relationships on a person-to-person basis.Customer service is also a critical component of the relationship objective. By taking on this role, community membersexpect that you are offering them value and will be responsive to their contributions—good or bad. Consumers want to beresponded to and at an increasing pace. If a brand fails to serve up a positive customer service experience, the relationshipsthat it has worked to cultivate will also flounder. LEAF used social channels to answer questions about the product, butmany other service-based brands are using the channel to respond to complaints and ensure positive customer experiencesthrough a one-to-one relationship.Positive ReinforcementPosting and leaving isn’t an option if a brand truly wants to build a community. Reinforcing good behaviors from community Babelfish Articles Nov 2011 Page 21
  • 22. members should be as much of a priority as responding to issues and complaints. Building up the good behavior will helpbuild a happy social media community. In many ways, this point points back directly to all of the lessons for RepeatEngagement and Relationships/Service. Positive reinforcement includes providing things of value—sometimes coupons, othertimes content or other forms of social currency, as well as simply being a responsive force within the community.Zappos.com reinforces sharing on its Facebook fan page in a lot of different ways, but the most evident is its ―Fan of theWeek‖ program, which puts fans who share photos on the Facebook wall with a Zappos box front and center. Who doesn’twant to be fan of the week?Is Saturation the future of social communities? In my opinion, Saturation is just the beginning of this evolutionary stage insocial media—life beyond the ―like‖ if you will. It’s more a period of opportunity than challenge because as users mature, ourcommunities are getting smarter and brand interactions in this channel deeper. While it’s important to prepare for theincreasing intelligence of social media users across the board, it’s also important to keep an eye out for the next generationto emerge. With more than backwards smiley faces and different definitions of privacy – they’ll bring with them an evenhigher set of expectations. As a group that came of age airing their grievances, happiness and sadness on social media, theteens and tweens of today will bring with them an entirely new set of opportunities and challenges.Salesforce.com and Radian6: What it means for B2B marketersPosted by Lindsay Renwick / December 1, 2011 12:59 pm / TorontoFor years, a truism among social media marketers is that B2B is a soft medium, better suited to raising awareness, thoughtleadership and passive relationship building than to pursuing hard sales objectives. We argued increased length of B2B salescycles and difficulty of tracking customers from one platform to another as main reasons for not attempting full-scale CRMactivities.While those are both valid, one of the main reasons we steered clear was the sheer amount of work it would take toidentify, track and funnel leads to sales in the absence of a comprehensive social CRM tool. Advising clients to build acustom database and assign community management resources to enter, tag and monitor individual leads by hand neverseemed like a winning proposition.And so, we stuck to strategies that made the most sense, to get the most bang for a client’s buck. And while establishingthought leadership by producing best-in-class content undeniably works, it’s got two things going against it, from aninternal perspective. First, producing high-quality content on a regular basis takes a lot of work; second, it eats into timewhen employees could be pursing shorter-term wins through more familiar channels. Plus, we were always faced with thesame measurement issues. If we can’t adequately connect follows, likes and mentions to the bottom line, how can weexpect to convince skeptical managers and salespeople to participate in a program that seems like more work forquestionable return?Which is why I nearly jumped out of my skin with excitement back in March when I read that Salesforce.com was acquiringRadian6. Could we be on the verge of discovering the B2B social Holy Grail? That remained a question mark for the betterpart of the summer as details were ironed out. Now, according to Radian6’s website, many of the features we’ve beenholding out for are becoming a reality:– Enable social media and community teams to see a customer’s entire service case history from the Radian6 dashboard,providing context for outreach and engagement- Build new contacts, leads, or service cases and push them to the sales team for follow-up actions to streamline workflow- Link social properties like blogs or Twitter accounts to existing CRM contacts, or create new contacts or leads from socialproperties discovered through monitoring- Automatically capture social conversations mentioning your brand generated by your customers or prospects in socialmedia Babelfish Articles Nov 2011 Page 22
  • 23. - View your team’s engagement notes from the Radian6 dashboard within each customer or prospect recordThis all makes great marketing copy, but what does it mean for B2B businesses that link these two powerful services?1. Greater integration between marketing and sales.These teams can sometimes seem disconnected, especially in larger organizations. Total lead-gen transparency betweenthe two groups can lead to a greater understanding of each others’ efforts and decrease frustration as sales no longer hasto wait for marketing to qualify and hand off new leads.2. Greater understanding of social media ROI.With the two systems talking to one another, it becomes relatively simple to track social-media initiated sales and assignconversion values to community activities, providing all-important justification for assigning work hours to social mediaefforts.3. Better understanding of effective engagement tactics.Giving marketing teams the tools to determine what types of engagements lead to sales allows for better resourceallocation and less likelihood that social media audiences will tune out messaging over time.4. Larger community management teams.This one might seem like a bit of a flyer, but as marketing and sales teams refine lead-gen efforts to bring more sales in thedoor, marketing departments may be freed up to invest more heavily in the human resources required to step up socialmedia-based customer service and intake efforts, creating new job opportunities.These are just some of the immediate impacts that I can see coming. Can you see any other opportunities or difficulties theRadian6 and Salesforce partnership may present to B2B organizations?Search Social Connections In SalesforceSalesforce.com released the Social Marketing Cloud powered by Radian6 technology Wednesday. And while the platformsfive modules focus on social marketing, I asked Marcel LeBrun, senior vice president, GM of Salesforce Radian6, and GordonEvans, Salesforce Radian6 product manager, whats in it for marketers as more push to integrate social signals in search.Most marketers that are tapping into social media tools, such as Radian6 technology, tap into the interests people talkabout across networks. Using conversation analysis that determines the hot topics people talk about can help determine theconversations to target -- especially when it comes to niche searches.Optimizing search means it is important to serve up in the first few query listings, but how do marketers own terms andphrases, paid or organic? And how can a company create a presence wherever potential customers land across the Web?LeBrun and Evans believe marketers will find this tool in growing share of conversation. A companys share of conversationdiffers from share of voice.Marketers must determine the influence on a brand from an effect that consumers might have from a product. How often dothey mention the name of the brand, and what words do they use in connection within the conversation? That connectioncan strengthen search marketing campaigns. For example, when people talk about headaches, how often do they talk aboutAdvil as a remedy? Is the conversation positive or negative? Can the marketer step in and offer suggestions? What keywordsin a paid-search marketing campaign might connect with that conversation to strengthen the brands name and position?The Salesforce.com Social Marketing Cloud suite does not offer keyword analysis tools. Its probably not the top requestsfrom its customers, but remains on a list of topics to explore for future upgrades, according to LeBrun.At the Search Insider Summit in Deer Valley, Park City, Utah next week, attendees will explore topics related to theintegration of social signals in search campaigns. Folks like Googles Lauren Kelley will provide insight into Google+.Colin Jeavons, president and CEO at Vertical Search Works, will become the judge to facilitate a heated discussion betweenJon Elvekrog, CEO, 140 Proof, and Janel Landis Laravie, co-founder of Chacka Marketing, on social and search. Attendeesbecome the jury, and they listen and interact with the two as they deliberate about the right balance of social and search --and how combining both (or not) can deliver the best value.Adobe Integrates BrightEdge Technology, Opens Search Campaignsby Laurie Sullivan, Nov 27, 2011, 2:01 PMAdobe has integrated digital marketing suite technology from search engine optimization platform provider BrightEdge to Babelfish Articles Nov 2011 Page 23
  • 24. support search marketing campaigns. The companies plan to announce the integration on Monday.SEO and paid-search campaigns influence each other. Web analytics supports both. The module combines BrightEdge SEOdata with Adobes Web analytics and bidding optimization features.The integration across BrightEdge S3 and both Adobe SiteCatalyst and Adobe SearchCenter+ aims to knock down the wallsseparating organic and paid-search campaigns. It pulls in search query terms and rank for company marketers using theplatform, as well as organic search-ranking data from competitors.The combination allows users to see how paid and organic campaigns rank and provides on-site engagement or conversionmetrics in one report. It also supports an unlimited number of SEO keywords, keyword groups, business units and results formore than 40 countries and major search engines from the ISO-security certified BrightEdge platform.Marketers integrating the BrightEdge S3 platform and Adobe SearchCenter+ can create bid strategies based on both paid andorganic keyword activity, as well as gain access to combined reports and rich keyword expansion possibilities. The hope isthat SearchCenter bid rules can return higher return on investments, because there is a better understanding of the value ofa keyword, rather than just its paid-search value.Adobe began building a strategy to support search engine marketing just prior to the acquisition of Omniture about twoyears ago, according to Christopher Parkin, who heads Strategic Alliances and Genesis Solutions at Adobe. "Its only been inthe last year that we began integrating with SEO partners," he said, explaining that Genesis also offers integration with othersearch platforms from Conductor and Search Metrics.Parkin points to BrightEdges global footprint to support engines from Google and Bing to Baidu in China, as well as thequality of information. There are about 1,500 live integrations across Genesis, supporting a variety of services in addition tosearch marketing.Firms suffering information glutNovember 29, 2011 12:24AM NEWS.com.au, 24 Aug 2011THE growing mountain of inefficiently handled data in corporate information systems has become a silent productivity killer,costing the economy at least $3 billion a year, a report says.Around 40 per cent of companies surveyed indicated they were suffering from an information glut, up from about 34 per centtwo years ago.The report was commissioned by Hitachi Data Systems Ltd and undertaken by Deloitte Access Economics.Hitachi Data Systems general manager Neville Vincent said the mismanagement of digital information was the "silentproductivity killer" in Australian and New Zealand."We know that Australian people work incredibly hard in the developed economies, but they are probably one of the leastproductive," Mr Vincent said."We are verging on an information disorder, beyond an information glut."The productivity loss as a consequence of the inefficient handling of information represented a $3 billion annual drag on theAustralian economy, the report said."Most interviewees estimated that they could reduce the amount of time employees spend searching and accessing data bybetween 30-50 per cent if they had more efficient data management systems," the report said.The report found 81 per cent of companies surveyed said it was important to manage data growth, up from 68 per cent twoyears ago.Some 70 per cent of respondents said managing the costs of keeping track of the data was important, compared with 57 percent in 2009."To use the gluttony/obesity analogy, people have recognised that they are putting on weight, from an additional informationmismanagement perspective," Mr Vincent said."But they are not actually doing anything about it." Babelfish Articles Nov 2011 Page 24
  • 25. Mr Vincent said the steps Hitachi had taken to improve its own processes - breaking up management silos, studying staffinteraction with data and building the appropriate technology to support that interaction - resulted productivity gains over afour-year period.It now cost the company 40 per cent less to generate every dollar of income.While the survey noted that the current economic climate meant businesses had downgraded investment spending in 2011 -potentially cruelling plans to improve their IT systems - Mr Vincent said many changes could be made with little cost."It costs you a lot less than you think, a lot less than it costs you in the millions and millions of dollars that people arethrowing at technology at a problem," Mr Vincent said."We see that as just exacerbating the problem."The survey represented the views of about 400 firms across Australia and New Zealand.Read more: http://www.news.com.au/breaking-news/firms-suffering-information-glut/story-e6frfku0-1226208653845#ixzz1f1Ese3tvSocial media has diverse roleNEW YORK: Brand owners around the world are adopting a wide range of social media technologies but only a small numbercan claim to be "fully networked", according to a study by McKinsey.The consultancy polled 4,261 executives globally, and discovered that 50% of the firms represented now have an officialpresence on the networks, up from 40% in 2010.Official blogs logged 41% in terms of uptake, ahead of video-sharing sites like YouTube on 38% and microblogging platforms,including Twitter, on 23%, all of which recorded growth year on year.Adoption rates proved strongest in the high tech and telecoms sector on 86%, with business services on 77%, pharmacompanies on 74% and retailers on 69%, according to the study.When discussing the in-house benefits of deploying such tools, 74% of contributors agreed it was quicker to accessknowledge, 58% cited lower communications costs and 51% suggested it was easier to tap internal experts.Focusing on client-facing activities, 69% of the sample pointed to greater marketing effectiveness, 47% reported highercustomer satisfaction and 43% said that marketing spend was lower as a result.Currently, 78% of companies are still "developing" when it comes to deriving an advantage from their social activities, 12% areenjoying meaningful improvements on client-based metrics and 7% have mainly seen in-house benefits.A modest 3% of operators were considered to be "fully networked", or exploiting the complete range of favourable outcomesfollowing on from leveraging social properties.McKinsey also revealed there were "statistically significant correlations" between self-reported corporate performance andimplementing two core business practices in this area.The first was using these mediums to "scan the external environment", pursued by 75% of firms on at least one platform,peaking at 40% for social networks, 29% for blogs and 13% for microblogs.But the second such discipline, "matching staff to set tasks", was much less widespread on 29%. Other common uses of socialsites were finding new ideas on 73%, and managing projects on 55%.Looking ahead five years, 35% of the panel said boundaries between employees and customers would blur, 32% thought datawill become more important to decision-making, and 27% predicted organisational structures could flatten out.Data sourced from McKinsey; additional content by Warc staff, 24 November 2011How social technologies are extending the organization Babelfish Articles Nov 2011 Page 25
  • 26. Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance. NOVEMBER 2011 • Jacques Bughin, Angela Hung Byers, and Michael Chui Source: McKinsey Global Institute Page 1: Introduction Page 2: Usage at scale and continued benefitso Exhibit 1: Rising adoption rateso Exhibit 2: Adoption of social technologies across industrieso Exhibit 3: Benefits remain consistent over time Page 3: The performance edge of networked enterpriseso Exhibit 4: Tracking the four types of organizationso Exhibit 5: Correlations with corporate performance Page 4: Networked organizations: Not a steady stateo Exhibit 6: Shifting network classifications Page 5: Changing processeso Exhibit 7: Supporting a variety of processeso Exhibit 8: A mix of old and newo Exhibit 9: A blurring of boundaries Companies are improving their mastery of social technologies, using them to enhance operations and exploit new market opportunities—key findings of our fifth annual survey on these tools and technologies, in which we asked more than 4,200 1 global executives how organizations deploy them and the benefits they confer. When adopted at scale across an emerging type of networked enterprise and integrated into the work processes of employees, social technologies can boost a company’s financial performance and market share, respondents say, confirming last year’s survey results. But this is a very dynamic environment, where the gains from using social technologies sometimes do not persist, perhaps because it takes so much effort to achieve them at scale. Some companies, respondents indicate, reaped fewer benefits and thus became less networked, while a smaller percentage learned how to deploy these technologies to become even more networked. Executives say that their companies are using them to increase their agility and to manage organizational complexity. Many believe that if organizational barriers to the use of social technologies diminish, they could form the core of entirely new business processes that may radically improve performance. Babelfish Articles Nov 2011 Page 26
  • 27. Babelfish Articles Nov 2011 Page 27
  • 28. Notes1 The online survey included 4,261 respondents across sectors, geographies, company sizes, tenures, and functional specialties.As with surveys in past years (when we referred to social technologies as ―Web 2.0‖) the survey covers the adoption andusage of technologies, their benefits, and corporate performance. This year, we also asked about how organizations are usingsocial technologies and the types and magnitude of the organizational and process changes that could result.Usage at scale and continued benefitsSocial technologies as a group have reached critical scale at the organizations represented in our survey. Seventy-twopercent of the respondents report that their companies are deploying at least one technology, and more than 40 percent saythat social networking and blogs are now in use (Exhibit 1). These technologies are being deployed across sectors, at the highlevel of 86 percent of the respondents’ companies in high tech and telecommunications, but at 62 percent of companies evenin the energy industry (Exhibit 2). Levels of reported benefits not only remain high when respondents’ organizations use socialtools for internal purposes but have also increased among those that use them for communicating with customers or forintegration with partners and suppliers (Exhibit 3).The performance edge of networked enterprisesLast year, we identified a small group of respondents who indicated that their companies had experienced superiorperformance from the use of social technologies across key stakeholder groups. We repeated the analysis this year, looking atthe average level of improvements in business benefits that executives reported. Four clusters emerge from our analysis.Executives at internally networked organizations note the highest improvement in benefits from interactions with employees;those at externally networked organizations, from interactions with customers, partners, and suppliers. Executives at fullynetworked organizations report greater benefits fromboth internal and external interactions. In the fourth and by far thelargest group, developing organizations, respondents report lower-than-average improvements across all interactions at their 2organizations.As we found last year, the number of fully networked organizations is small. But the percentage of externally networked 3organizations is higher and that of internally networked ones lower (Exhibit 4), reflecting the fact that the gains from the useof social technologies are not static (see discussion below). We call the companies in the fully and externally networkedgroups extended enterprises, since their use of social technologies in customer and partner outreach blurs the boundaries ofthe organization. Babelfish Articles Nov 2011 Page 28
  • 29. We found statistically significant correlations between self-reported corporate-performance metrics and certain businessprocesses that networked enterprises use (Exhibit 5). The market share gains respondents report are correlated with two suchprocesses. First, these organizations use social tools to scan external environments. Second, they use them to matchemployees to tasks: internal wikis and social networks help project leaders to identify employees with the most appropriateskills and to assign these employees to the projects for which they are best suited. Babelfish Articles Nov 2011 Page 29
  • 30. Another key performance measure, self-reported operating-margin improvements, correlated positively with the reportedpercentage of employees whose use of social technologies was integrated into their day-to-day work. Among the companiesof respondents who took the survey in previous years, these improvements also correlated positively with gains in thereported percentage of employees whose work is highly integrated with social media. Market share leadership in an industry,the final self-reported performance measure, correlated positively with the integration of social tools in employees’ day-to-day work, as well. Consistent with last year’s analysis, we found that market leadership correlates negatively with fullynetworked and externally networked organizations. While market leaders may use social technologies within the organization,they might be less inclined than market challengers to push for a full range of benefits.2 As we did last year, we sorted the respondents into four clusters based on the average mean improvement reported acrossthe different benefits when Web 2.0 is used in interacting with employees, customers, and external partners or anycombination thereof. Fully networked enterprises are defined as those with an average improvement greater than 10 percentwhen Web 2.0 is used to interact with employees, customers, and external partners. Externally networked enterprises arethose with a greater than 10 percent average improvement when Web 2.0 is used to interact with customers and externalpartners. Internally networked enterprises are those with an average improvement greater than 10 percent when Web 2.0 isused to interact with employees. The remainder of respondents work for what we classify as developing enterprises.3 See Jacques Bughin and Michael Chui, ―The rise of the networked enterprise: Web 2.0 finds its payday,‖mckinseyquarterly.com, December 2010.Networked organizations: Not a steady stateWe also analyzed the responses of executives who participated in both the 2010 and 2011 surveys for changes in our definedenterprise clusters. According to these responses, a surprising number of organizations made the transition from one type ofenterprise to another. Roughly half of the internally and externally networked enterprises slid back into the category ofdeveloping organizations; that is, they did not maintain the benefits of using social technologies that they had achievedearlier. Less than 15 percent of the companies in any given category moved up to the next tier—in other words, from adeveloping to a networked enterprise or from an internally or externally networked enterprise to a fully networked one(Exhibit 6). It appears that it is easier to lose the benefits of social technologies than to become a more networked enterprise,which suggests that significant effort is required to achieve gains at scale. We also found initial indications that if thepercentage of employees who integrated social technologies into their day-to-day work declined, their companies were morelikely to backslide. Babelfish Articles Nov 2011 Page 30
  • 31. Changing processesWe asked respondents about current and future uses of social technologies for a range of business processes and found thatthe greatest number say their companies use these tools to scan the external environment for new ideas. Respondents alsoreport that different technologies are better suited to specific types of business processes, as the accompanying heat mapshows (Exhibit 7). Social networking and blogs, in particular, are used most heavily in externally focused processes that gathercompetitive intelligence and support marketing efforts.Respondents expect social technologies to modify many of their organizations’ current processes. In addition, many believethat entirely new processes could arise if barriers to use—cultural obstacles, for example—fall (Exhibit 8). The respondentsaffiliated with fully networked organizations are the likeliest to believe that greater process change will occur in their ownorganizations. In larger numbers than respondents in other clusters, they think that social technologies will lead theircompanies to adopt entirely new processes under current conditions and to do so even more aggressively if all constraintswere removed. This optimistic view may reflect the fact that these respondents are seeing the greatest level of benefitsacross the board.Peering ahead three to five years, many respondents expect still more profound organizational changes (Exhibit 9). They saythat with fewer constraints on social technologies at their companies, boundaries among employees, vendors, and customerswill blur; that more employee teams will be able to organize themselves; and that data-driven decision making will rise inimportance. Babelfish Articles Nov 2011 Page 31
  • 32. Babelfish Articles Nov 2011 Page 32
  • 33. Looking ahead Our research shows that respondents affiliated with fully networked organizations say that they continue to realize competitive gains and performance improvements. Senior executives should think strategically about how social technologies can support business processes by helping organizations to navigate the external environment and to forge stronger links with customers and vendors. Integrating social technologies into the workflow and using them to optimize internal processes will, these results suggest, provide additional competitive benefits. Don’t rest on your laurels: competition will increase as the adoption of social tools and technologies continues to rise and as progressive companies use them to improve their processes. Indeed, many companies we categorized as networked organizations last year slipped to a lower rung this year as the benefits their executives reported fell. Integrating Web technologies into the daily workflow, our results suggest, is the most effective way to maintain competitive position or become more networked. Companies should prepare for more substantial disruptions. Since many executives believe that significant changes will occur as (or if) constraints on social tools and technologies are lifted, companies that can create change themselves—instead of reacting to it—are likely to benefit the most. Jacques Bughin is a director in McKinsey’s Brussels office; Michael Chui is a senior fellow of the McKinsey Global Institute and is based in the San Francisco office. The authors would like to thank Angela Hung Byers for her contribution to the development of this article. How 5 Top Brands Crafted Their Social Media Voices Social networks are platforms for personal connection and dialogue, a reality that has proved challenging for many companies that are not used to speaking to their customers in conversational tones. As companies have established profiles on Facebook, Twitter and other social channels, many have had to develop their brand voices anew. Mashable spoke with the figures behind some of the most compelling voices on Twitter. (Since I primarily follow media and fashion brands and their teams, my sample is a bit skewed — forgive me.) Each has taken a different path to identifying and relaying the brand voice on social networks. Some, like fashion designer and CEO Tory Burch, speak directly on behalf of their brands. Others, like DKNY and Kate Spade, have developed semi-fictional personalities that speak to the best of their brands’ traits, while still others, including Esquire andLucky magazines, have adapted their existing, ―all-encompassing‖ editorial tones to social channels. Here’s how they’ve accomplished it. 1. Tory Burch Babelfish Articles Nov 2011 Page 33
  • 34. Fashion designer Tory Burch is one of the few designers to speak on behalf of her brand on social networks — namely, Twitter.She discovered early on that social networks were not best used as ―a conduit to [the brands] marketing messages,‖ butrather a place for ―of the moment, off-the-cuff comments that are the most compelling … [and] for sharing personalexperiences, whether that’s fishing with her three sons or building relationships,‖ notes Miki Berardelli, chief marketing officerof Tory Burch. It is through Twitter conversations that Burch identified demand for fashionable travel socks, and struck up afriendship with comedian Mindy Kaling, for whom Burch hosted a book signing event at her flagship store earlier this month.The rest of Burch’s social media efforts are managed by an in-house team of two, says Berardelli. Although the content variesacross platforms — ―on Tumblr we do one strong image and a letter, and on Facebook we do more behind-the-scenes content,‖Berardelli says — the team works carefully to make sure that all content stays true to Burch’s voice and inspired personalvision.2. DKNY PR GirlBrands who haven’t been able to leverage the voice of their chief creatives have had to develop other tactics.One of the most unique personalities I’ve encountered online is DKNY PR GIRL, which is run not by a lackey in the PR department— as the account name might first lead one to suspect — but by Donna Karan International’s SVP of global communications,Aliza Licht. Babelfish Articles Nov 2011 Page 34
  • 35. The account is one of the most prolific and responsive I’ve seen, not only on Twitter, but on Tumblr as well. Nary a question,compliment or complaint goes unanswered. It gives real insight into not only the day-to-day workings at Donna Karanheadquarters, but also into the PR business itself. Licht is frequently solicited for career advice and resume reviews, asurprising number of which she responds to. It’s also fun and in tune with DKNY’s young, urban-leaning demographic: DKNY PRGIRL (and by proxy, Licht) has gained something of a reputation for live-tweeting episodes of Gossip Girl.When asked why Licht chose the name ―DKNY PR GIRL‖ and not ―DKNY GIRL,‖ Licht explained that it was best way to givefollowers broad insight into the brand and its operations. ―PR touches every area of the company,‖ she explains. ―Sharing thebehind the scenes of public relations makes everyone a fly on the Donna Karan wall.‖―Originally the idea was that DKNY PR GIRL was a ‘character,’ hence the sketch,‖ Licht adds, referring to her illustrated Twitteravatar. ―But as soon as I started tweeting, I realized that Twitter was a conversation and the voice needed to be consistent.Naturally, people started to realize DKNY PR GIRL was in fact, one girl, but yet it never really mattered ‘who’ the person was —it was the personality and content that mattered.‖Because the voice is always Licht’s, she doesn’t encounter any inherent challenges in crossing platforms. ―Tumblr is anextension of Twitter … [for] when 140 characters isn’t enough,‖ she explains. Facebook, however, is run by the company’smarketing team and carries the voice of the DKNY brand, she says. Although it’s very responsive to fans, the voice is far lesspersonal.Her advice to other brands? ―Keep the ‘social’ in media.‖3. Kate SpadeLike DKNY, fashion brand Kate Spade developed a persona for the brand on social networks, but one with a more anonymousaspect.―We took a lot of different approaches [at Kate Spade] in the beginning,‖ recalls John Jannuzzi, who formerly administeredsocial media for the fashion label, and now manages Lucky magazine’s social channels. At first, tweets fromthe @katespadeny account were written by visitors who came to the brand’s Fifth Avenue store and wrote short messages ona typewriter, or, as they affectionately called it, ―the tweetwriter.‖―It was a great idea and tied in-store to social nicely, but we couldn’t rely on it for 100% of the content,‖ says Jannuzzi. He andhis colleagues began to draft, edit and schedule their tweets, but found that that strategy wasn’t timely enough to beeffective.―It was the day-to-day that customers responded to most,‖ Jannuzzi discovered, and so he began thinking of the ―Kate Spadewoman‖ and how he would bring her — and her New York City agenda — to life. Soon,@katespadeny began checking in to theMoMA in the afternoon and at Mercury Lounge in the evening; on the weekends, ―she‖ snapped Instagram photos of CentralPark and the facade of the Plaza Hotel. Babelfish Articles Nov 2011 Page 35
  • 36. She was and remains witty, cheerful and conversational — and her followers on Facebook, Twitter and Tumblr have responded.The brand has more than 135,000 followers on Twitter and more than 370,000 on Facebook, and a ―true reach‖ of nearly 20,000people, according to Klout.4. Lucky MagazineLucky required the development of a different voice, Jannuzzi says. ―Lucky‘s brand is all about shopping. Our editors are marketexperts and our writers know everything about where to buy what and at what times … so we position ourselves as anauthority on shopping and we try to bring our shopping-obsessive nature through in social as much as possible.‖The result is a feed that balances traffic-driving links to luckymag.com with images and posts about window displays andwhere editors are shopping for deals. Jannuzzi also posts shopping-focused questions designed to get followers engaged in adialogue.―Just like Kate Spade, I’ve seen that the followers really enjoy the day-to-day more than anything else,‖ Jannuzzi remarks. ―It’snot that they don’t appreciate the content that drives to our site, it’s just that people want to feel a connection, they wenttheir authorities to be approachable now. They have no problem sharing their dislikes with us either, which is very valuablewhen used appropriately.‖Keeping the voice consistent across channels is difficult, Jannuzzi admits. He finds Twitter easier than the other channelsbecause it is ―short and conversational,‖ mimicking the conversational patterns that exist between friends in online and offlineenvironment. Facebook is trickier because the volume of posts has to be moderated, and although a tweet will sometimeswork perfectly for Facebook, ―you [generally] have to provide a little more information about what you’re saying,‖ Jannuzzisays. ―Still, we speak like a friend would speak. At all times, we want Lucky to be the friend you never knew you had orneeded on Facebook.‖On Tumblr, Jannuzzi says the magazine has been most successful reblogging and liking others’ content, and replying withanimated GIFs and images. ―We don’t do it often, but that’s a common practice among the community so it makes sense,‖ hesays. On Foursquare, where the brand enjoys ―most popular fashion magazine‖ status thanks to its following of more than100,000, Lucky adapts its monthly city guides into tips and checks into its staff’s favorite shopping destinations daily.5. Esquire Magazine Babelfish Articles Nov 2011 Page 36
  • 37. Like Lucky, Esquire has adapted its existing editorial focus and tone to social media environments. Although web director Matt Sullivan is behind most of Esquire‘s communications on Twitter — some of which is cross-posted to Facebook — he says he aims for an ―all-encompassing‖ voice. ―We like to have it speak for all of us,‖ he says, adding that it’s important to assign a real editor to manage an institution’s voice on social networks, and not an intern or someone in the marketing department. Esquire‘s voice on Twitter is in perfect keeping with the magazine — it’s intelligent and authoritative, and yet it doesn’t take itself too seriously. Articles aren’t delivered in a ―[headline] – [link]‖ format; they tend to be descriptive and, where appropriate, humorous. One-liners, etiquette ―rules‖ and links to articles from other publications are interspersed with Esquire‘s own web content. ―Traffic is nice, but conversation with the reader is nicer,‖ says Sullivan. ―A glorified RSS feed is a waste of time.‖ Why golfers get ahead Nov 21st 2011, 19:52 by R.G. Babelfish Articles Nov 2011 Page 37
  • 38. IN A recent Dilbert cartoon, the pointy-haired boss asks: ―Who wants to hear about my golf game?‖ One of his underlingsreplies: ―Maybe someone with locked-in syndrome who doesn’t get any visitors.‖Golfers must constantly contend with two pernicious, false and yet widespread beliefs. First, that golf is boring. Second, thatbusinesspeople who play it are all weasels who plot fraudulent deals between shots.To get a more fair and balanced view of the relationship between business and golf, I spoke to Julian Small, the CEOof Wentworth Golf Club, a bunkered paradise on the outskirts of London.He gave a robust defence of the world’s greatest sport. As a form of corporate entertainment, golf’s first virtue is that peopleof any age can play it. Tennis can be fun, but if the 65-year-old boss of the company you are trying to sell widgets to dies ofa heart attack running for your power serve, it probably won’t help your business. Boxing is even worse.The sport’s second strength is that, thanks to the handicap system, people of widely differing abilities can compete againsteach other. This makes the game more fun. (Though some weaselly types abuse the system by deliberately losing to clients.)Golf’s third asset is that you only spend a small portion of a four-hour game actually hitting the ball, so there is plenty of timeto talk shop. This is not true of, say, football.Last, and most importantly, golf is a fine test of character. ―When you do business with people, you need to know more aboutthem,‖ says Mr Small. Golf rewards players who remain calm under pressure, never lose their temper and think strategically.These are all virtues in business, too.The culture of golf is one of scrupulous honesty. It is easy to cheat: you can move your ball to a nicer lie when no one iswatching. But it is utterly, utterly unacceptable to do this. Cheaters are shunned, and word of their perfidy spreads quickly.The star golfers you see on television set a wonderful example, observes Mr Small. When they accidentally move their ball,they call a penalty on themselves—even if no one would have noticed, and even if it means they lose the tournament and afortune in prize money.Intriguingly, a recent study found that bosses who don’t play golf are paid 17% less on average than those who do. Could thisbe because the qualities that make a good golfer—a mixture of hyper-competitiveness with strategic thinking and coolnessunder fire—also make for a good chief executive?Probably not. The same study found that although golfing bosses are paid more, they do not produce better results forshareholders. One explanation would be that they are buttering up members of the compensation committee by inviting themto play wonderful courses like Wentworth. More likely, the correlation is pure chance.(The author is The Economist’s business editor as well as its golf blogger.)Localize to OptimizeTuesday, Nov. 22, 2011 Report summary here: http://www.slideshare.net/Briancrotty/cmo-council-survey-localize-to-optimize-sales-channel-effectivenessA new study from the CMA Council, "Localize to Optimize Sales Channel Effectiveness," reports that localization of messages,images, creative executions, offers, deals, and interactions is still critical to marketing effectiveness and customer relationshipbuilding across many business categories.While the Internet has eclipsed the Yellow Pages book as the primary go-to resource for finding things locally, says thereport, consumers still desire a very local buying and service experience from a trusted community participant and presence.Local marketing multi-channel and digital marketing platforms and solutions are enabling national or regional marketers toproduce, package, distribute, and digitally repurpose multiple versions of content, collateral, advertising, direct mail,promotional, and in-store merchandising materials very cost-efficiently and effectively.Marketers are able to localize and customize campaigns by community and to accommodate factors such as climate,geography, ethnic composition, demographics, shopper-graphics, psychographics, politics, and even neuro-sensory influences.The study finds that 86% of national marketers surveyed intend to look for ways to better modify, adapt, and localize theirmarketing content, messaging, and prospect engagement practices, but only 52% of marketers are satisfied with theleadership, innovation, and effectiveness in this area.Just 12% of marketers believe they have highly evolved campaigns and analytics on a local level in contrast to nearly 50% Babelfish Articles Nov 2011 Page 38
  • 39. who see themselves as underperforming or needing new strategic thinking and capability development in local marketing. Findings from the online survey across all leading industry sectors indicate traditional print and broadcast/cable media are losing ground to more targeted, personalized, interactive, and measurable forms of local engagement across diverse audiences and communities. The most preferred channels for localized marketing are experiential and relationship-building events, direct mail, localized websites, social networks, and electronic messaging. These were far more popular selections than cable and broadcast television, radio, local magazines, and even daily and weekly newspapers. The Yellow Pages (online and offline) and local online deal delivery networks lagged behind all channels of localized marketing choice for national brands. Significantly, says the report, are these key factors from the study: 49% of marketers believe localized marketing is essential to business growth and profitability, particularly as it relates to demand generation and sell-through of products and services 30% of marketers have embraced local marketing automation platforms, resources and tools, compared to 62% who either don’t have them or only now evaluating these options 23% of marketing respondents allocate over 50% of their marketing and merchandising budgets to local programs; another 41% spend between 20 and 50% of the budgets on local marketing 36% of marketers have a formalized process or system for tracking the impact of national brand advertising on local market development and customer acquisition. 61% either don’t measure this or have an ad hoc system for tracking national advertising effectiveness For those who do track the impact of national brand advertising on local business performance, the most common methods include response to offers or deals (45%); awareness and recognition studies (41%); lead and prospect flow (37%); web site analytics (37%); field and channel feedback (31%); local inquiries and calls (30%) and share of market data (28%) Cable and broadcast television, local magazines, and radio reportedly deliver the lowest return on spend, compared to top performers like local events, direct mail or FSIs, local partner or channel web sites, social networks and electronic messaging Factors that most influence localization of marketing messages include demographic (45%); geography/location (44%); socioeconomic (28%); psychographic (27%); cultural (22%); shoppergraphic or buying history and behavior (19%); as well as language (19%) Major obstacles or challenges to marketing localization include understanding local market dynamics or variables (30%); determining the right cost/benefit models when it comes to spend (24%); and measuring and evaluating campaign effectiveness on a local level (23%) Top benefits and competitive advantages from localized marketing strategies and programs include: 1) greater customer relevance, response and return (67%); 2) better customer conversations and connectivity (39%); 3) improved loyalty and advocacy (29%); 4) brand differentiation, distinction and preference (27%) The report concludes by noting that this CMO Council study reveals huge upside potential for brands implementing localized marketing strategies that enable their sales and customer-facing networks to be more adept in connecting and communicating with consumers and prospects on a more personal and relevant level. Six Reasons Why You Shouldnt Join A Startup By Matt Straz Monday, Nov. 21, 2011 America is a startup nation. Whether it has been manufacturing, whaling or software, one of this country’s defining characteristics seems to be taking unnecessary risks to create markets where none existed previously. As an entrepreneur, Im a huge fan of startups. Both my parents started their own small businesses, so entrepreneurialism runs in my family. So it may be surprising to know that I dont always encourage people to take the same path. Heres why: You probably wont get rich. Unless you are one of the founders, the stock options you are granted in a tech startup likely won’t make you independently wealthy. Only a small percentage of startup employees make huge amounts of money when a company is sold. The only exception is if you happen to join the next Google or Facebook -- but with thousands of companies started each year, that’s a bit like winning the lottery. Babelfish Articles Nov 2011 Page 39
  • 40. Still, most startups today can afford to pay competitive salaries and benefits. While the upside may ultimately be limited,joining a new company isn’t a vow of poverty.The odds are against you. It’s estimated that last year only 36 ad-tech startups were acquired out of the thousands inexistence. Think about that: For every Invite Media, Dapper or Pictela, there were countless others that nobody wanted to buylast year. And here’s another sobering fact: Of the 36 ad tech companies that did get acquired, it’s estimated that only halfwere purchased for more than the money than they raised from venture capitalists. If you were part of the other half, thennobody made any money.You will work really hard. Starting your own company has been compared to staring into the face of death every day, becauseevery startup is in a race against time. Can you create a new market before you run out of money? Its imperative thateveryone at a startup work like theres no tomorrow.Things could get ugly. Doing a startup during an economic boom can be fun, but when a recession hits, it can really suck. Yearsago I started an online marketing agency where things went well until a severe economic downturn hit. Revenues decreased,and sadly I had to lay off 20 people in one day. Thats just 15 to 20 minutes to break the bad news to a person, console them,give them their paperwork and move on to the next one.You may have to buy your own drinks. If you’re currently working for a big media company, it may seem like all the drinks arefree and concert tickets grow on trees. But once you join a startup theres nobody with an expense account to take you out. Ifyou’re in sales, it may be a challenge just to get people on the buy side to return your call or email. There are so manystartups now clamoring for attention from marketers and agencies that it can be difficult to get a meeting.Someone has to work at the big companies. While many people romanticize the startup experience -- and truthfully, it can beone of the most exhilarating experiences in business -- the reality is that not everyone is cut out for the highs and lows of aspeculative venture. The reality is that if everyone left their jobs tomorrow to do a startup, our economy would probablycollapse. Also, the goal of many startups is to be bought by a big company. Who is going to buy all of these startups if nobodyis working at companies like IBM, Google or Microsoft?Despite the drawbacks to joining a startup, there are excellent reasons to make the leap. A startup can be an incredibleopportunity to make a significant contribution and develop a new skill set. There is also an infectious energy present when agroup of people are trying to do something thats never been done before. Life at a startup is rarely dull.But before you make the leap to a startup, make sure you’re doing it for the right reasons.Five Signs Youre Losing a Sale -- And How to Save ItBY BY JANE PORTER |Marla Kaye could not afford to lose this deal. She had watched sales at You Name It Promotions, her Oakland, Calif.-basedpromotional products company, drop by more than half since the start of the recession--from $3.5 million in 2007 to $1.5million last year. When a six-figure sale to a new client seemed about to fall through this spring, she had to act fast.The technology company Kaye was courting wanted a customized USB drive with its brand name on it to hand out at tradeshows. When Kaye, 58, found out the client was planning to go with a cheaper bid from a competitor, she stepped her offeringup a few notches--shaping the device like the companys logo and loading it with files about its product. "I said, Give me achance to show you why what we do will stand out," she says. "We saved it by doing more work than just answering a bid."Related: How to Adopt a Sales MindsetHaving a keen eye for when a sale is going sour takes savvy. Here are five red flags and strategies for saving the sale:No. 1: If a Potential Client Seems IndifferentA client who is interested in doing business with you should have questions and concerns. If they dont outright reject you butdont have any questions either, be on the alert, warns Victor Cheng, author of the book Extreme Revenue Growth (InnovationPress, 2007).To resolve this problem, he suggests creating more of an advisory relationship with clients. You can let them know that youllhelp either to solve their problem or point them in the direction of another business that might be a better fit. Offering to helppeople find other vendors might seem counterintuitive, but it can go a long way to earn the trust you may need to win over aclient, Cheng says. "People will share more with an advisor than a salesperson. Its more of a dialogue than a broadcast." Babelfish Articles Nov 2011 Page 40
  • 41. No. 2: If Theres No Hard Deadline For a DecisionHaving urgency around a sale is important, Cheng believes. Early in the process, ask potential clients about their timeframe.You want to prioritize those companies that have a hard deadline.You can find ways to firm up deadlines, says Rich Sloan, co-founder of StartupNation.com, a Birmingham, Mich.-based business-advice website. He suggests limited-time offers or discounts to create urgency around a sale. "The only way you get someoneengaged is to find their buttons," Sloan says. Perhaps point out what the competition is doing, or identify the financial riskinvolved in not acting quickly on the sale.No. 3: If You Arent Dealing With the Decision MakerYou may start out talking with a junior-level employee who is vetting options, but beware if you arent put in touch with thedecision maker after a few conversations. Its probably a sign the company isnt serious about buying, Cheng says.Getting past that roadblock can be challenging. The bigger the organization you are dealing with, the more layers ofmanagement you likely will have to penetrate, Sloan says. He recommends creating a presentation that your initial contactcan easily show to upper management. You also might request a quick conference call with the senior-level person involved."Its a sticky situation because you need to be respectful of the person you are talking to and not undermine them," Sloan says.No. 4: If Your Price is Too HighPeople generally object to a price because they believe they can find the same product or service for less or because youretrying to sell more than they need, Cheng says.If your competitors are offering a lower price, focus on how you can provide added value, as Kaye did with her customized USB.But if youre offering more than a client needs, you may need to scale back the initial proposal, Cheng says. You also couldoffer creative payment alternatives, Sloan suggests, such as incentives on the first purchase if the customer continues to buymore.Related: Seven Ways to Avoid Competing On PriceNo. 5: If Youre Asked For a Proposal Instead of a ConversationWhen potential clients ask for a proposal before agreeing to talk with you, its usually a sign theyre simply gathering pricequotes from vendors, Cheng says.Before submitting a proposal, ask what the client is looking for and what criteria will be used to make the decision. Reaching averbal understanding on those issues increases the likelihood that youll get the sale. "The problem with a proposal is there isno chance for them to tell you what is wrong with it," Cheng says, "as opposed to working through all the nuances verbally."Should Analytics Be Bundled or Cobbled?The question may be age-old, but it bears stating afresh: is it better to have your tools conform to the paradigm ofcompatibility/workability; or unique/targeted (assuming the latter is also "better at what it does" than the former)?With the web analytics vendor space at once atomizing and consolidating, many marketers may be concerned that technologychoices made now may play out poorly later on, leaving them either behind the curve on features or around the bend oncomplexity.On the consolidation side we have older companies like Omniture, now part of Adobe; Coremetrics, now part of IBM (as well asthe Unica offerings); Webtrends, continuing to expand its product line as a remaining independent; and free offerings likeGoogle Analytics and Yahoo Web Analytics adding features and insight capabilities that many find attractive.Yet there is also a move toward specialized, standalone products that do one thing (for the sake of argument, we will presumethat they do that one thing well) or a handful of things; and which range on the scale of compatibility from near zero to near100 percent. In social media and reach measurement especially, there seem to be new names entering the fray every day.One Big Box - Less Assembly RequiredI asked Rand Schulman, an industry founder and managing partner at Schulman Thorogood Group for his thoughts on thissubject and he said, "With a packaged tool like Webtrends or the Adobe suite ["Omniture"] you can have access to measurement Babelfish Articles Nov 2011 Page 41
  • 42. capabilities along a broad spectrum without having to worry about integration or the relationships between the way differenttools collect data. This tends to make comprehensive tools the rule rather than the exception, even if certain standalone,targeted technology may offer some single advantage all on its own."Ease of integration, one-stop shopping, and some form of platform stability is clearly attractive enough to some marketers toovercome any concerns about "best-of-breed" or depth of feature in any particular area.Smaller Boxes - Better Gifts?Whatever dominance enjoyed by the thunderous vendors we all know, we know too there are smaller mammals roaming thecountryside. A couple of companies I know of offer rather targeted web analytics. For instance, Adometry, based in Austin, TX,provides (among other things) "actionable optimization recommendations for a significant return on overall ad spend withinthe online advertising industry." One of the most interesting ways the company does this is by delivering a deep dive oncampaign attribution - partly by algorithms we have no space to detail, but also by verifying that all purchased impressionswere actually served, "viewed by a human," and, moreover, were part of the campaigns target audience. In essence, its asophisticated campaign attribution scorecard.Another company, Vitrue (note the spelling on this one), delivers a form of management within the social media space bymeasuring engagement, loyalty, "fans" and "most engaged fans," as well as other valuable tracking options. This data can beintegrated with other analytics tools like Webtrends and Google Analytics. The suggestion is that Vitrue will deliver a moretargeted and a deeper dive on its particular specialty - social media - than is otherwise available, and then you can integratethat with your comprehensive tool and have the best of both worlds.Integration claims are often made, and they are well-intentioned. Without commenting on the integration characteristics ofany tool in particular, its an open secret in the deployment world that "integration" can be one of those "famous last words"that one hears before chaos reigns. Often there is a fair amount of hand-stitching involved in combining disparate sources toget a full picture of overall traffic: call it "cobbling" if you will.Also, we made an assumption at the top of the column - that the one-off solutions are "better than" the possible equivalentinside the major offering. The buyer is, as always, cautioned to verify the quality of the product before placing an order. Thereis no necessary factor that could cause a standalone to be better - the features simply have to be compared.Whats Your Maturity Level?Any recommendation about the modeling of your approach to "one vs. many" will depend on the maturity level of the existinganalytics effort, along with the type of organization needing the deployment.For immature environments of any kind, it seems the packaged tools offer more comfort. Best to stick with what you knowwill work ("has a track record") rather than grasping at the next shiny thing.For mature environments inside large organizations, a hybrid approach seems to make sense. A bedrock tool is needed, alongwith service-level agreements, great support, and enough vendor-reliability to get through the toughest senior meeting. Butclearly many large organizations are finding ways to utilize the standalones, knowing what they can deliver and with enoughconfidence in their own mature analytics to know where and how to use these tools and their data to best effect.For analytics power-users - those enjoying both mature environments and possessed of a nimble enough outlook to makequick changes (and with the technical chops to deploy) - it may make sense to go and find a targeted tool for each purpose. Areasonably well-funded, do-it-yourself organization can benefit in this way by avoiding higher license costs while seekingbest-of-breed across the spectrum. Its not for the faint-of-heart, but it can be enormously successful with the right team.Companies may change and be bought and be absorbed; but often enough platforms remain. So even with the rapid changestaking place in the vendor space; choose for the platform, and choose whats right for your organization in whatever stage ofmaturity it finds itself.A Boomer State Of MindBy Nancy Shonka Padberg Monday, Nov. 21, 2011A Baby Boomers state of mind includes, ―I am youth-oriented, physically active and have a can-do spirit.‖ We should thank theculture of the 1960s and 1970s, Jane Fondas aerobics and Bruce Jenners fitness influences on making dreams come true. Fastforward today and we see pharmaceutical companies enhancing youth, automotive firmsrecapturing youth and anti-agingcrèmes and lotions promising youth. And when Baby Boomers become empty nesters, there is more time and money availableto capture their youth again. Babelfish Articles Nov 2011 Page 42
  • 43. Its a known fact that socially connected people live longer. It isnt a leap of faith to say Facebook, email, web sites and mobile connectivity are keeping Boomers and seniors youthful and socially engaged with family, friends and colleagues. I would argue todays influence on Boomer’s seeking youth is technology. I am writing this article on the plane and around me are Boomers and seniors with iPads, Kindles and smartphones. They are reading books, playing games and writing documents. There is an ease of use with technology today and a certain amount of "cool factor" that is inherent. How many times have you heard this year, ―I can’t believe my mother or grandfather has a Facebook page!‖ Where are Boomers spending their time and money online? Social media, hobby sites, health sites, travel sites, gift sites. Web sites that have an authentic voice to engage their audience with life transition issues like aging, health, caregiving, menopause, divorce, aging parents, offering humor, information and understanding. There are also sites for the fun part of aging -- travel, auto, wealth management, gardening, fishing, golfing and crafts. Baby Boomers are flocking to rich content web sites for information and connection. Baby Boomers are buying ―cool and youth‖ with technology: 71% of Boomers go online every day. (Pew Internet) 66% of Boomers send text messages. (Deloitte) Boomers dominate 94% or 1,023 out of 1,083 consumer packaged goods categories. (Nielsen) Boomers spend more money each month on technology than Gen X or Gen Y – an average of $650 per month. (Forrester Research) When Baby Boomers aren’t online, they are attending concerts and going on vacation to capture their youth. Did you know 60- year-old Bruce Springsteen’s 2010 Tour brought in more revenue than Justin Biebers and that Baby Boomers purchase 80% of luxury vacations? Whether Boomers are recapturing their youth online or off, one thing is for sure, momentum and investment are building in all categories with their can-do spirit. The skills employers desire in today’s PR professional By Arik Hanson | Posted: November 17, 2011 What are employers looking for in the PR pro of today? I asked the people who are making the hiring decisions: agency owners, recruiters, and HR people across the industry three key questions: 1. What’s one skill that every PR pro needs today and why? 2. What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead? 3. What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent? Here’s what they had to say: Jorg Pierach, President, Fast Hors What’s one skill that every PR pro needs today and why? Babelfish Articles Nov 2011 Page 43
  • 44. Curiosity. The curious are rich in a business where information is the currency.What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead?Storytelling. If content is king, by 2015 it will be Master of the Galaxy and All That Lies Beyond. If you can’t tell a story in thatenvironment, you will be irrelevant.What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent?Patience. What’s with the hopping around from job to job these days? I’ve found that the best people in our business are oneswho tend to stay in positions for many years, not months.They build strong business relationships and give themselves time to really grow their skills and find a toehold. That’s hard todo if you spend all of your time chasing whatever is next.Lisa Simon, vice president of human resources, Weber ShandwickWhat’s one skill that every PR pro needs today and why?Without a doubt, it’s the ability to think strategically by identifying the appropriate vehicle(s) for delivering content on behalfof our clients. Weber Shandwick just created a new communications framework to help brands excel in today’s diverse contentand conversation-driven news environment. It reinvents public relations.What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead?If I answered this question a year ago, or even a few months ago, I would have said ―demonstrated knowledge of digitalcommunications and social media.‖ But that seems so obvious, doesn’t it?Our industry is changing so rapidly because of digital and social media that having these skills is simply the ticket through thedoor. The challenge has become finding links between online and traditional media and using those connections to expand thestorytelling conversations.What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent?I’m repeating myself, I know, but I’d have to say strategic thinking within a highly social and information-driven world.Beth Ward, regional talent recruiter, Fleishman HillardWhat’s one skill that every PR pro needs today and why?I think all PR pros need to posses solid writing skills. Public relations relies on content to tell a story. Writing can be Babelfish Articles Nov 2011 Page 44
  • 45. transformed into pictures, video, games or apps, but in order to create that content you need to spell it out.The act of writing also ensures that the content will be appropriate. It forces organization and completion of thought. AtFleishman-Hillard, every candidate we interview must take a writing test, which, along with personal interviews, help usdetermine a candidate’s creativity, attention to detail, organization, and strategy.What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead?It’s important to think in concepts. Because PR counselors have so many more channels to deliver messages beyond broadcast,radio, and print we need to think in themes.Having a theme allows the communicator to build tactics relevant to delivery channels, but ties them together so that theobjectives and messages aren’t lost in the execution. Concepts organize and reinforce tactics. It’s the glue that holds theprogram together.What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent?The rapid changes in communication and the explosion of channels make it hard to find someone who has experience workingwith traditional media relations, social communications, and digital applications.Our clients are asking for those types of integrated programs, but finding individuals who have executed them at the seniorlevel is challenging. It’s particularly tough to find experienced, integrated business-to- business communicators.Rebecca Martin, director of marketing operations, Beehive PRWhat’s one skill that every PR pro needs today and why?Curiosity. If you aren’t curious, PR is the wrong field to get into, because our business and our client’s businesses are in aconstant state of change.Having an innate sense of curiosity drives PR pros to want to learn more, uncover new insights, offer fresh ideas, think in newways, ask hard questions, and make the everyday exceptional.From interns to CEOs, asking the right questions, doing critical research, and being a voracious reader and learner are thefoundation for achieving success for our clients—and earning our own professional success.What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead?Writing. It might be surprising to list such a core PR skill here, but as communications channels continue to evolve, writingskills must evolve, too.Who ever thought 10 years ago that a PR pro would be writing news releases based on SEO [search engine optimization] keywords or writing the equivalent of ad copy for Facebook posts?Memos 15 years ago were long, printed out, and distributed by hand. Emails today are short, bulleted, and hopefully includekey points or action items within the ―preview‖ pane. Today PR is in the business of content creation. Tomorrow that willchange. Writing is fundamental, but it is forever challenging us to adapt.What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent?Confident client consulting. PR pros often are taught to over service, saying ―yes‖ at all costs and skipping past asking ―why?‖.This practice can be at the expense of the client’s budget, the PR person’s own credibility, and even the best solution for thebrand. Babelfish Articles Nov 2011 Page 45
  • 46. Many senior-level PR pros simply haven’t developed the skills of confidently, but respectfully pushing back, asking the hardquestions, being candid and, ultimately, helping inspire something better.Rachel Kay, president, RKPRWhat’s one skill that every PR pro needs today and why?Every PR pro needs be creative and resourceful. We’re very fortunate in that our jobs never offer the same day twice, whichalso means we can’t offer a one-size-fits all solution for clients and programs.PR pros need to be able to think outside the box and challenge clients to take risks and try new things. That’s how we learnand grow and create results that transcend the norm.What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead?PR pros need a better grasp of search engine optimization (SEO)—this is an area that doesn’t have to be outside of our arsenal,and it’s important to ensure our clients are getting the most from our communication.What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent?It’s pretty simple. I really struggle to find talent that understands the value of research and using what they learn to buildrelationships. I know when they can’t do that when reaching out to me, they won’t be able to do that for our clients and withkey influencers.Gini Dietrich, president, Arment DietrichWhat’s one skill that every PR pro needs today and why?Every PR pro needs to understand search and how it affects content. With owned media, content is becoming one of the bestways to engage customers, generate leads, nurture those leads, and eventually convert them to sales.While PR will work with marketing and sales on this, it will become a completely integrated process that every professionalneeds to understand. And search is the part about getting found, which is critical to any owned media program.What’s one PR skill that you see evolving—and becoming critical to success—in the years ahead?Reputation management. Typically that’s left to the people who specialize in it, but the skill will evolve as everyone will needto be protective of brands and reputations, especially online.What’s the one skill you currently have the hardest time finding in the marketplace as you recruit for new talent?Phew. Just one? I’d say it’s understanding analytics and metrics and how to measure that to gross margins. In fact, ourprofession is completely missing an understanding of business, so it’s really difficult to find pros who get it. Babelfish Articles Nov 2011 Page 46
  • 47. Seeing Past Fads In Digital MarketingChanges in the digital world of marketing keep coming at a fast and furious pace. As a marketer, it can be challenging to knowwhich online trends are important and which are nothing but fads. One thing most marketers doknow by now is that digitalmarketing ismarketing — in other words, with your audience having fully migrated online to search for suppliers, products, andservices, digital marketing is the most effective way to connect with your prospects and customers.Here, then, are seven digital trends worth paying attention to.1. Online eventsAccording to a recent GlobalSpec Marketing Trends Survey, 47 percent of industrial companies are increasing their spending ononline events. Online events, sometimes called virtual events or online tradeshows, are a trend made possible by highbandwidth availability and emerging technologies that allow media companies to produce and host highly-interactiveexperiences. Online events targeted to your specific audience offer you an excellent opportunity to showcase your productline, build your brand reputation, provide content to your audience, and connect with prospects and customers. What’s more,you can do it all from the comfort and convenience of your desktop — as can your audience.2. VideoVideo is experiencing a significant growth spurt — in fact, a high percentage of companies are increasing their spending onvideo, and it’s easy to see why. In the age of YouTube, videos are cheap to produce; homemade production quality is not onlyacceptable, but cool. Also working in video’s favor is the fact that many people like to watch, not read. Looking for some goodideas for video? Try brief interviews with executives, conversations among product managers, product demonstrations, or on-site visits to customers using your products.3. Social MediaAlthough many companies have begun implementing social media, make sure you understand the specific reasons and goalsfor your own social media strategy. For example, the top reasons companies use social media are for branding and leadgeneration purposes, yet only 3 percent of companies say social media is one of their top three sources for leads. At this pointin the maturation of the social media market, increasing brand awareness and building relationships are the most effectivelyachieved outcomes. LinkedIn is the most popular social media platform the industrial industry, for example, followed byFacebook and then Twitter.4. Digital ContentA few years ago, everyone was saying, ―Content is king.‖ Well, in many ways, content still is king — digital content — asattested to by the huge growth of e-readers, the iPad and other devices for consuming digital content. And it’s not just webpages. There are videos, webinars, downloadable PDFs, e-books, interactive tools and more. Your customers and prospects arehungry for content to help them do their jobs and make better purchasing decisions. Your job is to create that content and getit to them in digital format.5. Internet Banner AdvertisingInternet banner advertising has become a strong value proposition for marketers because of the availability of highly-targeted advertising networks that can place your ads on specific sites frequented by professionals in your industry. Onlineadvertising networks also offer the convenience of reaching many sites with a single buy, helping you save time and make themost effective use of your budget. Banner ads are highly visual; they offer great branding opportunities and can drivequalified, targeted traffic to your website.6. Testing and AnalyticsOne big advantage of digital media is that it is easy to test and measure. A/B testing is becoming a popular way to optimizeemail campaigns, web pages and other online media. A/B testing basically means you split your list in two and send each list aslightly different version of what you’re testing, changing only one thing at a time and measuring what performs better. Inaddition, every company should be performing some type of website analytics, such as measuring traffic, page popularity andvisitor behavior, to help make informed decisions about optimizing its site. Babelfish Articles Nov 2011 Page 47
  • 48. 7. Online Marketing BudgetsThe top eight channels for increased marketing spend in 2011 are all online — from social media and SEO to internet banneradvertising networks and online newsletter sponsorships and more. In addition, according to GlobalSpec’s 2011 IndustrialMarketing Trends Survey, companies spend an average of 38 percent of their marketing budget online and 50 percent reportthat online marketing is a larger percentage of their overall marketing budget this year than last year. Online marketingshould continue to take a bigger slice of the marketing budget in subsequent years, as more marketers experience the ROIassociated with online programs and discover they can connect better with customers and prospects online.O comportamento do brasileiro em relação às marcasPesquisa mostra que brasileiros estão mais preocupados com a Sustentabilidade e dispostos a pagar mais por ―produtoséticos‖18 de Novembro de 2011 • 15:13O Grupo Havas divulgou sua pesquisa Meaningful Brands for a Sustainable Future referente ao comportamento do consumidor.O estudo global que aborda 14 países revela que somente 20% das marcas fazem uma contribuição positiva para a qualidadede vida dos consumidores. Esse percentual sobe para 33% aqui no Brasil. A pesquisa no País analisou a percepção dosconsumidores em relação a 31 marcas de empresas de diferentes setores da economia: automóveis, finanças, bens de consumo,farmacêuticas, varejo, entre outros.―Outro dado que difere o consumidor brasileiro dos demais é que 71% das marcas poderiam simplesmente desaparecer amanhãsem fazer qualquer diferença na vida das pessoas, enquanto que no Brasil esse índice é de 47%, demonstrando que para osbrasileiros há mais marcas que fazem a diferença‖, afirma André Zimmerman, diretor geral da Havas Digital no Brasil.O estudo mostrou que os brasileiros estão mais preocupados com questões sociais e ambientais do que os europeus,norteamericanos e indianos, uma vez que 72% dos entrevistados disseram que tais questões têm um impacto negativo em suaqualidade de vida. Os brasileiros também acreditam que é papel das grandes companhias ajudar a resolver os problemasreferentes a essas questões, deixando, assim, de responsabilizar somente o governo (apenas 10% responderam que taisquestões são da alçada do governo contra 23% que acreditavam nisso em 2009).A maioria dos entrevistados (93%) afirmou que as grandes companhias devem se envolver ativamente para a resolução dosproblemas, mas quase a metade (49%) acredita que elas estão trabalhando arduamente neste sentido.Pagar mais por um produto sustentável?62% dos entrevistados disseram que estão prontos para pagar 10% a mais por um produto feito de forma social eambientalmente responsável. Mas se adquirir um produto assim não implicar em custos mais altos, o número de adeptos sobe:87% dos consumidores brasileiros escolheriam o produto feito nessas condições.Como os consumidores vêem as marcas?Os consumidores entrevistados para a pesquisa deram notas para as marcas selecionadas em 26 atributos referentes ao temasustentabilidade, divididos em seis categorias: posicionamento de mercado (oferece produtos e/ou serviços de qualidade, criaprodutos e/ou serviços inovadores, seus produtos e/ou serviços têm preço justo, entre outros), local de trabalho (remuneraseus funcionários de forma justa, oferece condições adequadas de trabalho), comunidade (usa fornecedores locais quandopossível, colabora para o desenvolvimento da comunidade, está realmente interessada na comunidade), economia (o negóciocontribui para o desenvolvimento econômico do país), meio ambiente (usa matéria-prima de fontes sustentáveis, usaembalagem reciclável, ajuda o consumidor a ser mais ambientalmente responsável), governança e ética (é líder no seumercado de atuação, é aberto, transparente, ético).As cinco marcas melhor avaliadas pelos brasileiros foram:1) Petrobras2) Danone3) Colgate-Palmolive4) Pirelli5) Brasil FoodsSegundo o estudo, estas marcas conquistaram sua posição no ranking porque estão conduzindo bem os três pilares quetornam as marcas significativas para os consumidores: estão promovendo qualidade de vida para as pessoas, estãopromovendo a sustentabilidade e estão fazendo com que cada interação com seus consumidores seja significativa eengajadora. Babelfish Articles Nov 2011 Page 48
  • 49. Stats of the Day: 50 New Social-Media Stats to Kick-start Your Slide DeckBy: Sarah Evans Published: November 18, 20111. eMarketer estimates there will be nearly 21 million Twitter users in the U.S. by the end of this year, and a sizable minority ofthose will use the service at least in part to follow brands. (eMarketer)2. Forty percent of bloggers consider themselves professionals. (MediaBistro/State of the Blogosphere 2011)3. There are now more than 800 million active Facebook users, with more than 200 million added in 2011. (Social MediaExaminer)4. B2C Facebook results are 30% above average on Sundays. (Convince & Convert)5. Tweets last up to 67 times longer for users with higher Klout scores. (Mashable)6. Nearly every large charity and university in America is on Facebook. Less than 60% of the Fortune 500 are. (Grow)7. B2B marketers are spending millions of dollars annually on social-marketing programs, though nearly 30% are not trackingthe impact of social-media programs on lead generation and sales. (TechJournal/Pardot)8. Thirty-four percent of marketers have generated leads using Twitter, and 20% have closed deals using Twitter (AllTwitter)9. Roughly two-thirds of social-media users say that staying in touch with current friends and family members is a majorreason they use these sites, while half say that connecting with old friends theyve lost touch with is a major reason behindtheir use of these technologies. (PEW Research)10. The vast majority (95%) of the parents of 10-year-olds on Facebook were aware when their child signed up for the site, and78% of those parents helped create the childs account [despite rules that prohibit children under 13 from joining the social-networking site]. (CNN Tech)11. One in three respondents (33%) said that they would prioritize social-media freedom, device flexibility, and work mobilityover salary in accepting a job offer. (GigaOm)12. One in three texters would rather text than talk. (NYTimes: Bits)13. Seventy-seven percent of consumers said they interact with brands on Facebook primarily through reading posts andupdates from the brands [....] 17% of respondents said they interact with brands by sharing experiences and news stories withothers about the brand, and only 13% of respondents said they post updates about brands that they like. (Mashable)14. The average Facebook user has 130 friends and is connected to 80 pages, events and groups. (Social Media Examiner)15. Seventy-three percent of people think employees overshare on social-media. (Marketing Pilgrim)16. Forty-three percent of all online consumers are social media fans or followers. (HubSpot)17. Netflixs price hike caused 805,000 paid subscribers to jump ship in the most-recent quarter. (Mashable)18. Sixty-four percent of Americans stream mobile video at work. (Tubefilter)19. The Mobile Marketing Association of Asia stated that out of the 6 billion people on the planet, 4.8 billion have a mobilephone while only 4.2 billion own a toothbrush. (60 Second Marketer)20. According to ThreatMetrix survey of 722 active internet using consumers, 37% intend to make a purchase using theirsmartphone, nearly three times as many as those who plan to use their tablet. (Get Elastic)21. A 2011 study by the National Restaurant Association confirms that consumers who use social media, including apps, Twitter,Facebook, Foursquare, UrbanSpoon and more, not only dine out more, but are more likely to become return customers.(ReadWriteWeb)22. Ninety-five percent of Facebook Wall posts are not answered by brands. (All Facebook)43. Twenty percent of searches on Google each day have never been searched for before. (HubSpot)24. Tablet owners tend to consume a greater variety and volume of news on their devices, and tablets visual, interactivefeatures encourage in-depth exploration, according to a joint study from Starcom MediaVest and the online division of the BBC. Babelfish Articles Nov 2011 Page 49
  • 50. (Mashable)25. Auto-posting to Facebook decreases likes and comments by 70%. (Inside Facebook)26. LinkedIn has 64 million users in North America alone. (All Twitter)27. Twitter updates that include verbs have a 2% higher shareability than the average tweet. (HubSpot)28. Facebook, Twitter and YouTube are now considered cornerstones of most social-media strategies in larger companies.Ninety-four percent of respondents said Facebook is one of their top three social media platform priorities. Twitter wassecond with 77%, and YouTube trailed with 42%. (Search Engine Watch)29. SEO still dominates for marketers, with both B2B (57%) and B2C (41%) businesses stating it makes the biggest impact ontheir lead generation goals. (AllTwitter)30. Overall, 57% of comments about U.S. airlines on social media in the past year were negative. But American Airlines -- theworlds fourth-largest airline -- stood out with only 12% of social-media opinions about the airline being positive. (TheRealtime Report)31. Fifty-six percent of consumers said they are more likely to recommend a brand to a friend after becoming a fan onFacebook. (Mashable)32. Fifty-six percent of college students said that if they encountered a company that banned access to social media, theywould either not accept a job offer or would join and find a way to circumvent corporate policy. (GigaOm)33. Johns Hopkins, Facebooks birthplace Harvard, and Notre Dame are the top schools for social media. (Boston.com)34. Only 15% of the average local businesss fans are in the city where the business is located. (WSJ)35. More smartphone and tablet owners are researching products than purchasing them -- 80.8% compared to 41.4%, accordingto BIGresearch -- but attitudes vary quite a bit among different age groups. (eMarketer)36. When youre cruising around the internet, how much of your time is spent on a social network or blog? According to a newstudy published by Nielsen, those two categories eat up 23% of internet usage overall. This is double online gaming, whichcomes in at number two and after that, it takes 75 different categories to account for the remaining 35% of time spent.(Marketing Pilgrim)37, When it comes to liking brands on Facebook, the reasons are varied, but for the most part, respondents said they "Like" abrand on Facebook because they are a customer (58%) or because they want to receive discounts and promotions (57%).(Mashable)38. There are 245 million internet users in the US, according to Internet World Statistics. Nielsen estimates that social mediasites and blogs reach 80% of all active U.S. internet users. (PR Week)39. IT professionals see serious risks associated with enterprise social network use -- and only 29% say they have adequateprotection. (InformationWeek: The BrainYard)40. There are now 100 million active [Twitter] users -- users who log in at least once a month -- with half of those userssigning in at least once a day. Fifty-five percent of them access Twitter via mobile; 40% actually dont Tweet but simply dipinto their Timelines to keep tabs on what people are saying. (CNN/Fortune)41. Fully 65% of adult internet users now say they use a social-networking site like MySpace, Facebook or LinkedIn, up from61% one year ago. This marks the first time in Pew Internet surveys that 50% of all adults use social-networking sites. (WiredPR Works)42. The mean half life of a link on Twitter is 2.8 hours, on Facebook its 3.2 hours and via "direct" sources (like email or IMclients) its 3.4 hours. So you can expect, on average, an extra 24 minutes of attention if you post on Facebook than if you poston Twitter. (bitly blog)43. Social media is responsible for one-third the web traffic in Malaysia. (ReadWriteWeb)44. There are more than 3.5 billion pieces of content (web links, news stories, blog posts, etc.) shared each week onFacebook. (HubSpot)45. According to a survey of 1,897 senior executives conducted by Weber Shandwick in partnership with Forbes Insights, 84% ofthe execs believe their brands sociability is not up to world-class standards. (Mashable) Babelfish Articles Nov 2011 Page 50
  • 51. 46. Beyonces pregnancy news at MTVs VMAs birthed a new Twitter record of 8,868 Tweets per second. (TechCrunch) 47. Forty-four percent of companies track employees social-media use in and out of the office (TheNextWeb). 48. What makes people retweet? 92% interesting content. 84% humor. 66% personal connection. 21% celebrity status. 32% offered incentive (tangible or virtual). 26% "Please RT!" (WhiteFireSEO) 49. Among college students and young professionals, 24% experience three to five interruptions in a given hour, while 84% get interrupted at least once while trying to complete a project. (GigaOm) 50. All but 7% of social-media campaigns used Facebook. (All Facebook) ABOUT THE AUTHORSarah Evans is owner of Sevans Strategy a public relations and new media consultancy. She blogs atPRsarahevans.com and hoststhe #journchat Twitter chat for journalists and PR professionals. SMG Moves Beyond Owned, Earned, Paid: Developing New Metric For Shared by Steve McClellan, Yesterday, 12:23 PM Publicis Groupe’s Starcom MediaVest Groupe is teaming with ShareThis, a tech company that enables the sharing of Web pages, to develop and test a new planning and buying metric for assessing the value of shared content online. The new measurement will provide a more precise way to assess how engaged people are with Web content and to what extent they value it, said Kate Sirkin, global research director, Starcom MediaVest Group. ―If they’re sharing, you know they care about it, and that they believe it would be useful to somebody,‖ she said. Buyers are often willing to pay a premium for ads in content that consumers prefer. This metric will help agencies and their clients determine what that premium should be, Sirkin added. On the Web, shared content is becoming increasingly critical to marketers’ plans. Earlier research from SMG and ShareThis indicates that shared content now constitutes 10% of all Internet traffic. The new metric would measure what the companies describe as a ―raw social traffic score‖ by tallying both the number of times readers share content from sites and the number of times those ―shares‖ are clicked on by the recipients. That data will be compared to page views. ―The resulting figure can then be benchmarked against the broader measure of social quality spanning the more than 1 million sites and more than 10 billion monthly sharing signals that make up the ShareThis network,‖ the companies stated. ―It’s a really valuable thing from our side.‖ Sirkin said. For campaigns designed to get consumers to share content as a marketing goal, she added, ―we can plan and direct publishers against that and then measure it at the end.‖ Also measureable will be the impact of shared links designed to spur e-commerce, download coupons or even watch a video, Sirkin said. ShareThis and SMG are currently beta testing the new measurement technique which will roll out broadly next year, first in the U.S. and later internationally. ―We’ll be able to measure just about every publisher against every category,‖ said Sirkin. She said it would be the first time that such measurements become a full-fledged planning and buying metric, as opposed to earlier efforts that measured, on a much smaller scale, single campaigns. Kurt Abrahamson, CEO of ShareThis, said the metric would allow clients to ―buy high social quality pages and Web sites, instead of targeting by audience or demographic. Pages that are shared are pages that are engaged with and users tend to spend more time,‖ with such content, he said. Abrahamson also said people tend to share pages with those they know. "We believe that this measurement will allow advertisers to ultimately reach higher engaged audiences than using traditional demographic type of targets.‖ Local Marketing Checklist - Reprioritizing the Opportunity Gregg Stewart Babelfish Articles Nov 2011 Page 51
  • 52. As we start to finish 2011 and look to hit the ground running in 2012, I thought it would be beneficial to revisit one of thequestions that has been posed to me numerous times recently: what are the elements of the optimal local marketingcampaign?As I pointed out in "Marketing-Strategy Checklist for SMBs in 2011" back in January, SMBs and national brands that aretargeting the local marketplace should focus on defined opportunities, as the local landscape continually evolves. Lets face it;there are enormous options for local targeting - some beneficial and some not. My advice is to take a top-down approach toensure that the priority channels are covered prior to expansion into additional options.Based on where we see mass audiences and cost-effective opportunities, the following is an updated list, in order ofimportance, for a well-constructed local campaign:Business listing management. NAP (name, address, and phone number) management is the foundational element that connectsyour business to content in the form of citations that enables a successful local search campaign. Specifics on dos and dontsfor optimizing your business listing for local searchers can be found at "Business Listing Management."Place Page optimization. With last years SERP changes to feature local business listings and Place Pages more prominently(with a significant increase in local listing real estate in October), a well-executed local optimization schema is vital toleveraging the sales leads generated through these vehicles. Make sure you optimize your Place Page on the three majorplatforms: Google, Yahoo, and Bing.Ratings and reviews management. Ratings and reviews are the digital equivalent of "word of mouth" referrals - and probablyone of the most important local search citations; controlling the destiny of how often the search engines display your locallisting or your brands locations. They are to local search what "backlinks" are to SEO, creating credibility and authority for youbusiness locations. Over 50 percent of consumers mention that ratings and reviews are important criteria in selectingbusinesses, yet only 6 percent of all consumers regularly write this important information.In my recent column "3 Tips To Leverage Ratings and Reviews," I covered some of the basics on how to increase the number ofreviews for businesses.Local directory advertising. While the search engines have done a terrific job of increasing the effectiveness of their localsearch platforms, Internet Yellow Pages (IYP), city guides, and special interest directories can provide high-value, ready-to-convert leads at cost-effective levels.Social activations. Platforms like Facebook, LinkedIn, etc. should be a cornerstone of all businesses entrance into socialnetworking. In "Oh Those Bones, oh Those Bones, oh Those Dry Bones," we dealt with the topic of how to engage consumerswith local social activations.To tweet or not to tweet, that is the question. The answer is does your target audience utilize this means of communication?And, do you have the resources required to maintain a consistent effort? I cannot tell you how many times I have received aphone call from a CMO or CEO saying they need one of those "tweeter" pages because of the buzz around the category. Myadvice is if it is important for your customers and prospects, it should be important to your brand. Oftentimes we willrecommend that they conduct research into what percentage of their target audience is utilizing these social channels forlocal commerce. If your demographic skews young and you have the resources to utilize the channel for customer service andmarket specific promotions, test it out. If your audience is not there, reserve your page and move back into an area withdefined opportunity.Mobile-targeted efforts. The good news is that many of the above opportunities/tactics have a direct mobile component thatSMBs and brands can activate to leverage this growing trend. Mobile-specific opportunities include cost-per-call sales leads,display, listings, etc. Success in this area is category dependant. For example, hospitality and entertainment categories havelarge amounts of traffic and are relatively inexpensive to test. Service-based categories are still emerging and offer lessavailable inventory.Local display. Display can be beneficial in feeding customers into your sales funnel by increasing the awareness of yourofferings. While business listing management and local paid search often deliver customers based on the "where to buy"decision, display can help build a story for "why" to buy from my company. When adding display into the mix, make sure thatyou apply measurements for success. However, because, by nature, display is not as directional as some of the other mediatactics, start to view this channel from the additive lift it provides to the other marketing channels. The reason is becausedisplay oftentimes loads the top of the sales funnel and its direct impact is hard to isolate with "last click" attributionmethods that most businesses employ.In summary, while there are definitely variances to the above hierarchy based on business category, this list should act as aguidance tool for building and enhancing your local marketing plans. Make sure that you maximize the top priority tactics,before moving on to and expending resources on tactics that are "cool" yet lack defined return for your efforts. And finally,measure everything. Babelfish Articles Nov 2011 Page 52
  • 53. A Rare Admission Of Failureby David Koretz , Thursday, Nov. 17, 2011I started this year by laying out a step-by-step strategy for how to transform publishing in the age of the iPad. My January article―iDiots’ Guide to Publishing on the iPad‖ was a hit on Twitter.Boy, was I wrong.I dished out a ton of advice, offered specific suggestions about how publishers should cross the chasm to digital publishing, how toengage their readers, and how they should productize it.For all my good ideas, I fell short by missing the most important element: the hardest thing in the world to change is human nature.Four months after my article published, GQ, one of my favorite magazines, launched its iPad v2.0 application. It practically nailedevery suggestion I had made (no thanks to me, I’m assuming -- it was probably in development months before my article).And yet… and yet, I never open the app.I am excited when a new issue arrives in the mail, but I never use it on my iPad. As a technologist, this feels fundamentally wrong.The same guy who has biometric door locks shouldn’t be excited by the arrival of dead trees.So I sat down to hash out why, offer GQ (and others) some ideas to try, and upgrade my own advice on iPad publishing to v2.0:1. Publish early: Publish your iPad release a few days to a week before your print magazine is set to arrive. This will force yourearly-adopter-heavy, 18-to-35-year-old male demographic to either be patient, or go online (hint: they’re not patient).2. Just because you can, doesn’t mean you should: Take a cue from the device you are running on and keep it simple! Tiny buttonsin unreliable places, big cartoonish buttons in others, and left/right/up/down/inconsistent navigation makes it a pain in the ass toconsume the content. You are a magazine of cool; you need to be more Urban Daddy and less Angry Birds.3. Nobody cares about old magazines: We are passing time, not training to be librarians. We don’t need your backlog of issues onthe first screen we see. Bury that in the navigation somewhere and use the first and most important screen to engage us on yourlatest content.4. Know thy subscriber: I am a paying customer, but my app home page has an enormous (and obnoxious) banner asking me tosubscribe. As any good salesperson will tell you, once you close, stop selling.5. They don’t call it the ADD generation for nothing: The moment I actually open your app with a hope of reading the latest issue,I’m smacked with a 900-megabyte download to get started. On the average flakey public WiFi connections this will take hours, if itfinishes at all. Nobody buys cocktails hoping to get laid next week. Figure out how to push the content before the user wants it.So there you have it, GQ: five easy steps to creating a kickass version 3.0. I got it wrong the last time though, so I would love tohear from our readers.What do you think it will take for online magazines to surpass paper? Let them know in the comments.Foco do brasileiro é a rede socialFecomércio- RJ/Ipsos revela que 62% dos brasileiros acessam a web para se conectar às redes sociais16 de Novembro de 2011 • 18:40Um levantamento divulgado recentemente pela Fecomércio- RJ/Ipsos revela que as redes sociais são o principal motivo paraos brasileiros se conectarem: mais de 60%dos internautas brasileiros tem como prioridade o acesso a estes sites. Outros dadosdemonstraram também que cada vez mais o número de habitantes conectados à web cresceu no país. Em 2007 era 27%,número que alcançou os 48% este ano. O levantamento foi realizado com 70 mil pessoas em nove regiões metropolitanas.Logo atrás da utilização das redes sociais vêm outros usos da internet para a população: os sites de pesquisa sãoresponsáveis por 48% dos acessos, seguido pelos e-mails (34%), sites de notícias (34%), entretenimento (17%) e serviços (17%).Quanto ao local de conexão, 62% dos entrevistados informaram que se conectam a rede quando estão em casa, enquanto 15%utilizam a web em lan house e no trabalho.A freqüência do uso entre os internautas brasileiros aumentou, já que 47% afirmam que diariamente estão online, seguido por33% que acessam a rede mais de uma vez por semana e 12% que costumam se conectar uma vez a cada sete dias. Babelfish Articles Nov 2011 Page 53
  • 54. As dificuldades apontadas pelos brasileiros foram quanto ao conhecimento e uso do computador: 43% afirmaram que não se sentem totalmente seguros ao usar o equipamento, enquanto outros 38% alegaram que ainda não tinham o computador, e por isso ainda não se conectam. For Some Odd Reason Microsoft Decided To Build Its Own Social Network Jay Yarow | Nov. 16, 2011, 10:59 AM | 1,706 | 8 Microsoft is preparing its own social network named "Socl," Thomas Houston at The Verge reports. Houston got a look at the social network. It sounds and sounds like your basic set-up: Ignoring for the moment that the interface looks a lot like that other social network, Socl offers a bare bones, three column layout, with basic navigation in the left rail, a social feed down the middle, and invites and video party options (more on that soon) on the right. As usual, you can follow other friends, but you wont find any list-making tools. Core to the experience is the large search field at the top that asks, "What are you searching for?" effectively creating a new type of status update. You can also toggle the field to a traditional status update. Does the world need another social network? Of course not.WWe understand why Google is doing Google+. Is has zero access to Facebook data, and it wants to make search more social. Itwants to have more data on its users. Microsoft on the other hand is a relatively close partner with Facebook. It has a big investment in the company, and it has access to Facebook data to make Bing more social. Socl is just a research project right now for Microsoft. But, Houston says its going to be released to the public eventually. Read more: http://www.businessinsider.com/microsoft-social-network-2011- 11?nr_email_referer=1&utm_source=Triggermail&utm_medium=email&utm_term=SAI%20Select&utm_campaign=SAI%20Select%202 011-11-17#ixzz1dxOH80Bj Find and Keep a Sponsor Sponsors are like turbocharged mentors. They offer guidance but also advocate for you by suggesting you for a promotion, calling in favors, or connecting you with other leaders. To find a sponsor, recognize that you must earn one with performance and loyalty. Look for leaders who are impressed with your ability to get results or appreciate your work ethic. Demonstrate Babelfish Articles Nov 2011 Page 54
  • 55. that you are a dedicated and hard-working employee before asking someone to take you on as a protégé. Then be sure tomeet deadlines, exceed targets, and prove that you work for the greater good of the company. Keep your sponsor in the loopabout your progress and your career. Remember it is a two-way street, so find ways to support your sponsors interests andpassions as well.Search Intent: The Human Psychology Supporting Online AdvertisingSearch engine marketings share of the advertising budget should come in at around $14 billion this year, compared with $12billion for display ads, according to "The Future Is Now: How display will drive innovation in search and search retargeting. Thereport, released by search retargeting company Magnetic, and supported by themes that comScore Analyst Eli Goodman andeMarketer Analyst David Hallerman often discuss, takes a look at how the digital marketing landscape will change.Magnetic CEO James Green believes the future resides in the combination of search data and display advertisements, alsoknown as search retargeting.The report argues that search retargeting allows advertisers to just about pinpoint the time of the consumers decision tomake a purchase and examines the intersection between technology innovations and consumer behavior. Aside from Goodman,others who participated in the findings include Josh Dreller, VP of media technology for Fuor Digital; Rob Griffin, EVPglobal director of product development at Havas Digital; Terence Kawaja, founder and CEO of LUMA Partners; and Tina Ienna,SVP group director at Universal McCann.While marketers should take into consideration that the company releasing the report generates its revenue from searchretargeting, also consider that the company exists based on revenue earned from search retargeting. Yes -- a bit of adichotomy when considering the report touts search retargeting as the next big thing. So, what do marketers believe? Go backto the psychology of search and intent-based advertising.Marketers are conditioned to believe search data drives Web site traffic, but what about display ads or video ads? The reportpoints to analysis from an academic study published by IBM Research Analyst Andrei Broder on the study of search intentcategories in 2010. He found three main behaviors: navigational, for which the immediate intent is to reach a particular site;informational, for which the intent is to acquire some information assumed to be present on one or more Web pages; andtransactional, for which the intent to perform some Web-mediated activity. All three of these behaviors directly addresssearch retargeting.Join us at the Search Insider Summit in Deer Valley, Park City, Utah, for a deeper discussion on search data and the possibilitiesfor targeting display, video and other types of online media.Why So Many "Experts" Are Terrible Speakers: Top 5 Public Speaking MistakesAs a frequent speaker at live and online conferences and events, I’m in the company of hundreds of folks each year who aretop authors, experts and consultants. In many cases, these are thought leaders who perform public speaking as just oneaspect of their professional endeavors. In attending these programs, I’m continually astounded at how many content expertsare, in fact, wholly ineffective speakers.How to Conquer Fear of Public SpeakingIn my studies on communications theory in practice, and in developing my own speaking chops, I’ve learned one core lessonabout presenting: just because you know your topic inside and out, doesn’t mean you know how tocommunicate about it, orshare your knowledge in ways that engage and connect, or spark continuing interest in your work.My colleague, Krista Carnes, Founder ofBooking Authors — a consulting firm that helps experts and authors connect with newopportunities and audiences, and a member of the Maestro Marketstart up team – shared this:―One big mistake I find is the incorrect assumption that speaking at a “big name” event or two is the only way to get attention.There are no “small” events when you’re starting out. Most people, no matter how much passion they have, are simply notready to get in front of large audiences. In striving for those large opportunities only, many overlook exciting, creative waysto engage with their communities and tribes – ways that nurture the development of presentation skills and personalpresence that are crucial in today’s digitally-driven age.”Observing amazing and powerful speakers who move and motivate us (watch some TED Talks for inspiring examples), andcomparing them to ineffective speakers, I’ve observed five core behaviors that keep speakers from achieving their key goals –to motivate, enliven, inform and educate. Below are the top five mistakes content experts often make as speakers when Babelfish Articles Nov 2011 Page 55
  • 56. trying to engage audiences, stimulate crowds, and connect deeply with others.I’ve made some of these mistakes myself, and have lived the experience of losing an audience. None of us are bornastounding speakers, and there’s always more to learn, but the first step is to acknowledge your own gaps.TOP 5 PUBLIC SPEAKING MISTAKES – FAILING TO…1. Meet the Audience Where They AreFirst and foremost, speakers must remember that their deep knowledge about a topic isn’t (usually)shared by the audience.Listeners aren’t in the same place you are – they haven’t spent years studying this area, researching it, living it. It’s new tothem. So you must meet your audience where they are, finding a way to hook them in. Then take them on a stimulatingjourney of initial discovery through full-out engagement so that your key points can be understood and embraced. Assumingthat they know what you know, or care in the way you care, is a mistake. You have to generate a significant level of interestfrom the beginning, and pique that interest continually throughout your presentation.2. Make a Heartfelt Human ConnectionIn the past few weeks, I’ve been a part of a number of national events that highlight speakers who are at the top of theirfields. I’ve seen evidence that being a nationally-recognized guru doesn’t mean you have any degree of social or emotionalintelligence. I’m finding that numbers of these experts simply fail to engage us on an emotional, heartfelt level – they don’tconnect in a personal way, or give the sense that they truly care a whit about the audience and its ability to productively usethe vast information they know and share. In the end, their lack of a human connection makes their presentations feeloverwhelming and unsettling– they push us away with all data, facts and statistics, and no heart and soul. They’re simply notlikable.3. Show Respect for the ListenerAgain, I’ve seen scores of speakers alienate an audience by expressing disdain or criticism for some common behavior orthinking. For example, if you’re speaking to social media novices about what they need to do to get up to speed in the socialmedia arena, you must understand that many folks are afraid and insecure about taking the plunge, and you need to be gentlewith them, not judgmental, critical or flip.In the end, If you hate or disrespect your listeners for their lack of savvy in your area of expertise, they’ll hate you back. Andif you leave your audience feeling that they are losers, failures or unworthy of your respect, then you’ll achieve the oppositeof your desired effect – you’ll bruise their sense of self-worth and create a huge rift between you and your audience.You’lllose them forever.4. Inspire Follow-Up Thinking/ ActionIt’s not enough to present information without inspiring people to follow up with new action or thinking. Your words andmessages simply won’t last in the minds of the audience members if you don’t motivate your listeners to DO somethingdifferent with what you’ve just shared and taught. Think about how you can connect and engage with your audience afteryour talk, and help them on a path of thinking or behaving differently, making use of your information in ways that bettertheir lives. If you don’t, you’ve missed a key outcome of serving as a speaker/presenter – to inspire positive action.5. Leave a Lasting Message of SignificanceFinally, with the millions of webcasts, seminars, workshops and talks available today to us –either in person or online — yourtalk will not stand out or be effective if you don’t leave the audience with a clear message of significance – something lasting,meaningful, and impactful. If you’re simply sharing dry information, but don’t touch on the vital ―essence‖ of your material (theliving, breathing heart of what you care about and why we should care), you’ll fail as a speaker.In the end, it’s not easy to be a compelling speaker or presenter, and deep knowledge of a topic doesn’t necessarily contributeto your ability to reach people. But addressing these mistakes will help you communicate in ways that make you the speakerthat people ask for most and remember best.What is your deepest public speaking challenge and how are you overcoming it?If You Must Use PowerPoint, Heres How To Do It: 5 Tips From Hans RoslingOne of the modern masters of data – and specifically data presented to an audience on a slide – is Hans Rosling. He’s spokenregularly at TED and TEDx talks about big issues like child mortality, and his talks are mesmerizing. He’s an example of a Babelfish Articles Nov 2011 Page 56
  • 57. speaker that presents data in ways that prove his point, never become confusing or boring, and draw the audience in. Checkout one of his recent TED talks here, and below. What the heck, check them all out. If you have to present heavy data, here’show you do it.1. Present with passion and clarity. Rosling has wrestled with the data, and he know to pick out just the important points. Eachof his pieces of data serves the main thesis of his talk. But even when he’s deep in the difference between countries in sub-Saharan Africa, he never loses his passion for the subject, and that is electrifying.2. Don’t talk to your slides. Rosling occasionally points to data on his slides, but he spends most of his talks facing theaudience, giving insights about his data. I’ve worked with many presenters in fields that involve lots of data, and they alwaysargue this point. My answer is, ―Watch Rosling!‖ You don’t have to talk to your slides. You have to talk to the audience. Theaudience is why you’re there.3. Vary your pace. Numbers can be overwhelming, but Rosling keeps our interest with the instincts of a good actor, varying hispace and intensity to keep our interest. His voice rises and falls, his volume shifts with the urgency of his points, and hepauses and delivers the main punch lines with drama, slowly, and clearly. Take a lesson from the master. Don’t speak in amonotone at the same pace for 60 minutes. You’ll kill your audience.4. Use the right kind of animation. It was a cursed day when PowerPoint (and Keynote, and the others) added all those bellsand whistles, so that you can make your boring word slide more interesting by swooping the headline in from the left,exploding the words off the screen to the right, and building – forever building – with one bullet after another. Rosling doesnone of that. Instead, he animates the data to make a point – how child mortality changes over time, for example – and thennarrates it like an announcer talking us through an exciting sports event. It’s masterful. And not a single headline swoops infrom either left or right.5. Spend several minutes per slide. Rosling makes us care about his data because he spends time with it. It’s interesting; itrepays study. The trend nowadays is to build slide decks with 100 slides in, say, 45 minutes. To be sure, the graphics haveimproved – glossy pictures whizz past us at an ever-increasing rate – but that’s no excuse for shallow talks, shallow slides,and taking your talk at speed because you don’t have much to say. Take a page from Rosling, use fewer slides, and dig intothem with your audience.If you must use PowerPoint, then use it intelligently. Data can provide astonishing insights, offer real clarity, and motivate usto change. If it’s used like a master does. Hans Rosling is one such master.Tecnisa lança app para Android16 de novembro de 2011 por Mariana MattiuzzoA Tecnisa, uma das maiores construtoras brasileiras, lançou seu aplicativo para Android esta semana. O aplicativo apresentainformações e funcionalidades do mercado imobiliário brasileiro.Através da tecnologia de geolocalização, o app busca imóveis mais próximos do usuário, proporcionando um mapa da região. Ousuário ainda pode acessar maiores informações sobre o imóvel, como: estágio da obra, fotos, planta, entre outros.O aplicativo ainda permita o contato com a empresa através de telefone ou email, com corretores online ou através daferramenta ―Agende a sua visita‖.Disponível para downloads grátis no Android Market. Babelfish Articles Nov 2011 Page 57
  • 58. Siga os posts do Mobilepedia no Twitter de Marcelo Castelo.Personal Connections Drive Social Media Usageby Gavin OMalley, Yesterday, 4:48 PMMore than any other factor, what is driving consumers’ broad adoption of social tools like Facebook and Twitter? Connectionswith family and friends -- both new and old -- according to new findings from the Pew Internet & American Life project.All told, two-thirds of online adults -- 66% -- currently use social media platforms, such as Facebook, Twitter, MySpace orLinkedIn. Roughly two -thirds of social media users say that staying in touch with current friends and family members is amajor reason they use these sites, while half cite connecting with old friends with whom they’ve lost touch.By contrast, other factors play a much smaller role, Pew finds. Just 14% of users say that connecting around a shared hobby orinterest is a major reason they use social media, while a mere 9% say that making new friends is equally important. Readingcomments by public figures and finding potential romantic partners are cited as major factors by just 5% and 3% of socialmedia users, respectively.Moreover, staying in touch with family members is a major factor across a range of social media users, but it’s especiallyimportant to women, Pew finds. Those who say that keeping up with family members is a major consideration in their use ofsocial networking sites are a demographically diverse group. Indeed, of the two-thirds of social media users who cite familyconnections as a major reason for using social tools, Pew found no major differences on this question in terms of age, income,education, race/ethnicity, parental status or place of residence.The primary difference on this topic pertained to gender, as female social media users are more likely than male users to citefamily connections as a major reason for using these sites -- 72% vs. 55%.Staying in touch with current friends and reconnecting with old friends is most relevant for those under the age of 50.Compared with older adults, social media users under the age of 50 are especially likely to say that these tools help themkeep up with existing friends and reconnect with old ones -- roughly seven in 10 users under the age of fifty say that stayingin touch with current friends is a major reason they use online social platforms, and just over half say that connecting with oldfriends they’ve lost touch with is equally important.Each of these is significantly higher than comparable figures for users ages 50 and older, although a relatively large number ofolder adults point to connections with friends as a major reason for their social networking site usage as well. In addition toage, Pew linked gender and parental status with users’ attitudes toward social media as a way to maintain connections withfriends.Women are slightly more likely than men to say that staying in touch with current friends is a major reason for using onlinesocial tools -- 70% vs. 63% -- while parents are more likely than non-parents to say that connecting with old friends is amajor reason behind their use of these sites -- 56% vs. 47%.The Collision of Ad Exchanges and Sell-Side Platforms - Does it Matter?by Iggy Fanlo, Nov 14, 8:30 AMWe are in the midst of industry consolidation in online advertising. Companies are merging (MediaOcean), selling (MySpace,AdMeld, interclick), and buying (Tremor Video, Federated Media) as they adjust business models to meet market demands.Companies like ad exchanges, DSPs, ad networks and sell-side platforms (SSPs), continually innovate and add new offerings tocreate competitive advantages.It’s inevitable that exchanges and SSPs collide, as they are essentially in the same space. I see it firsthand when my company,an exchange, is confused as an SSP competitor, even though we are actually a close partner and do business with the majorityof SSPs.Can publishers and advertisers manage this complex environment when both sets offer similar value propositions?For publishers, they are inundated with choices to sell digital inventory. While looking to sell the most volume at the highestvalue to maximize yield, publishers also seek advertisers with similar brand values that are relevant to their audience. In Babelfish Articles Nov 2011 Page 58
  • 59. sales, publishers want to monetize inventory through partners, while avoiding channel conflict and maintaining direct salescontrol.For advertisers and agencies, devising how and where to allocate spend is a challenge. The majority of advertisers want toreach the right audience, at scale, in brand-safe environments. To efficiently and effectively reach their target audience,understanding the nuances of ad exchanges, SSPs, DSPs and ad networks are important.For example, although SSPs and exchanges may look similar and share some functionality, buyers and sellers should knowabout the fundamental differences when operating in these respective environments.Ad exchanges are rooted in technology and automation. Working with exchanges, buyers and sellers should expect an efficientinteraction with dashboards and machines. They input data and information, plug in their inventory or ad buys, then watch thesoftware work with some on-the-fly optimization from the ad operations team. Most exchanges take an open approach, likeWall Street markets.All businesses are welcome if they meet minimum requirements, which vary by exchange. Every valid buyer and seller has theopportunity and tools to compete for advertiser dollars or a publisher ad impression. In an exchange, machines do your bidding(literally and figuratively) to buy and sell.SSPs are built around service and people. Buyers and sellers engaging with an SSP expect that partner to deploy an army tohelp with ad operations, ad revenue optimization and ad targeting.For a complex publisher seeking to build private marketplaces or custom solutions, SSPs can provide the right approach, asthey possess the resources to meet these premium needs. In this highly unique environment, the people perform thecustomization tasks that machines cannot perform today.Ad exchanges and SSPs have had a profound and positive effect on high volume buyers like demand side platforms (DSPs),agency trading desks, and ad networks. These companies have many options to find quality media, at scale. Many efficientlysource inventory directly from publishers through exchanges and SSPs, thereby eliminating the need for excess salesresources.With access to ad impressions established, buyers need to focus on the effectiveness of data (first or third party) to targetaudiences and maximize ROI. Further, as real-time bidding continues to grow in usage, the challenge for advertisers isdifferentiating how business is conducted within an exchange versus an SSP environment.The ad exchange and SSP collision is happening and all are competing on technology and service. At the same time, thesesame companies can strategically partner where appropriate to grow their respective businesses. The industry has enoughroom for both segments because buyers and sellers want diversity in how media is transacted.All campaigns are different and access to varied approaches helps ensure long-term success for advertisers. Ultimately, it maynot matter to advertisers and publishers that exchanges and SSPs are in the same space. Their primary goal is that it workseffectively and efficiently for them.ConnecTV Brings TV Watchers Togetherby Erik Sass,TV watching is one of those weird borderline activities, at once social and antisocial: yes, you’re in a room with other people,but your shared experience derives from the fact that you’re all staring vacantly at the same thing. Anyway, regardless of howsocial it really is, ―social TV‖ is frequently touted as one of the next big frontiers for social media -- and also a crucial area forTV broadcasters and content creators to establish a foothold.With that in mind, a new Emeryville, CA start-up called ConnecTV is creating an online network targeting local and network TVwatchers, which should allow them to interact with other viewers while watching their favorite programs. For viewers whochoose to participate, the ConnecTV network will automatically check them in whenever they start watching a particularprogram, and then deliver an array of program-related content to another device (―second screen‖) like a laptop or iPad, whichcan be used as an adjunct to the viewing experience. As noted, this includes an online platform to interact with other fans.In the company’s own words: ―Imagine a free social TV app that lets you play along with friends live on your laptop or tabletwhile you watch your favorite television show or sporting event. Heres how it works: Your TV is up there. Your ConnecTV app isdown here on your second screen. ConnecTV identifies your show and instantly syncs on your tablet, PC or Mac so youcan...hold viewing parties and chat with friends. Play games for prizes. And get more info and news about your favoriteentertainment and sports stars.‖ Babelfish Articles Nov 2011 Page 59
  • 60. The ConnecTV online network, currently in beta, was co-founded by Ian Aaron, a former president of Gemstar-TV Guide; AlanMoskowitz, former senior engineer at MobiTV and member of the founding engineering team at TiVo; and Stacy Jolna, formerGeneral Manager of TV Guide OnDemand (TV Guide SPOT) and Chief Programming Officer and founding executive team memberof TiVo. Its broadcast partners include Barrington Broadcasting Group, Belo Corp., Cox Media Group, E.W. Scripps Co., GannettBroadcasting, Hearst Television Inc., Media General Inc., Meredith Corp., Post-Newsweek Stations Inc. and Raycom Media --together representing 201 stations reaching 76 million households in 45 of the top 50 media markets. It is supposed to begingeneral service in January 2012.PepsiCo Is Looking at Startups as Potential Partners, Not ExperimentsWith Digital Labs, Beverage Giant Intends to Be More Than Simple Funding SourceBy: Natalie Zmuda Published: November 15, 2011If youre a startup, sorry, but PepsiCo is not your monetization strategy. Your partner? Sure. Your adviser? Absolutely.Shiv Singh, the global head of digital for PepsiCo Beverages, delivered that message loud and clear during Ad Ages MediaEvolved conference in New York today. Its a message that Mr. Singh has been preaching of late, as he tries to inform theindustry of PepsiCos evolving approach. The companys strategy, he explained, is to get in on the ground level with companiesthat could become the next Twitter via its Digital Labs program. In the case of Foursquare, for example, PepsiCo first teamed upwith the company when the service had just 400,000 users. Today, Foursquare has more than 10 million members worldwide. Shiv Singh speaks at Ad Ages Media Evolved conference Nov. 15"The fact that were there through the journey, young consumers appreciate that," Mr. Singh said. "Its authentic."That Digital Labs program, which has been in existence for about a year, gives startups such as Foursquare or Bluefin, a social-TV measurement company, the ability to work with a large brand to develop and test products. In the case of Bluefin, PepsiCobegan working with the startup before it even had a product out, integrating its technology into the Pepsi Music program.Mr. Singh said that those startups participating in the Digital Labs initiative are often discovered through the companysrelationships with venture capitalists or by speaking at industry conferences. It also supports the tech community, hosting andattending social-networking events. Ultimately, PepsiCo Beverages pours roughly 10% of its digital spend into startups, Mr.Singh said, though he was clear thats not an "experimentation" fund."We get great ROI off that," Mr. Singh said. "Its held to the same rigor as [other media spend]."This new way of thinking is part of a move by PepsiCo to own and build its own platforms and experiences. For example, thecompany leveraged Gigyas social technology in creating Pepsi Sound Off. Modeled after Twitter, Pepsi Sound Off is a place for"X Factor" fans to connect during the show and incorporates a gaming mechanism. Viewers can post comments in a stream, aswell as organize streams by popular hashtags. Mr. Singh said that Pepsi Sound Off could also be leveraged during the SuperBowl, Grammys or Video Music Awards."The more successful it gets, the more valuable it is to us, vs. the more successful it gets, the more expensive it gets for us,"Mr. Singh said. "We want to create and own experiences that we can leverage again and again throughout the year." Babelfish Articles Nov 2011 Page 60
  • 61. Brand To Brand: How To React In Challenging SituationsThe past week has not been a stellar one for the wide world of sports. As the story has unfolded out of Penn State University,maybe we’re witnessing the worst example of what ―win at all costs‖ means in college athletics. Certainly, the horrific newssurrounding the much-vaunted PSU football program has tainted what had been built up over many decades as one of thenation’s top-tier college football brands.So what happens when the brand association that marketers rely so heavily on to make their investments suddenly becomescompromised – and how do sports properties rebound, especially when the brand equity that has been created over the yearsis degraded by the actions of a few individuals? There are a number of options for the two brand partners -- properties andsponsors – in challenging situations like this.One simple option for sponsors is to pause for a period of time – or cancel outright -- a sponsorship investment. Cars.commade this move this past weekend by removing its association with the Penn State vs. Nebraska game televised on ESPN. Onone level, it’s hard to fault the Cars.com marketing department as there is no way to really assess how negatively viewerswould associate the Cars.com brand given the negative perception many fans may have right now around the Nittany Lions.Another option would be to stick with your investment – as many advertisers chose to do over the weekend by keeping theirads running on air and at the game venue. The assumption here is that many fans – while unforgiving of the actions taken by ahandful of key individuals – connect with the players and the Penn State brand in a positive way based on the many years ofassociation they have with that college sports brand.Again, while it’s hard to measure in such a short timeframe how fans truly feel about Penn State football in the first gamefollowing the terrible allegations, it’s admirable that many brand marketers felt that they might be part of the healing processby supporting the many players, coaches and fans who have been great contributors to all of the good things about PSUathletics.Ultimately, a situation like the one that unfolded in the last 10 days or so at Penn State tests the true definition of partnershipbetween a property like Penn State athletics/football and the many sponsors that value the brand association with PSU. Onone level, in the darkness of such an appalling story there is an opportunity for this property-to-sponsor partnership todeepen and become even more meaningful.This event represents a time of need – a time for sponsors to recommit to why they have invested in college sports in thefirst place. Using this time to work with Penn State to highlight the many great examples of student athletes contributing notjust on the field but off the field as well. And taking the time to even think about deepening a sponsor’s brand relationshipwith youth sports at a time when we need to shine a light on this important area in the broader context of how we educateyoung children.Yes, I was disheartened to see Cars.com pull away so quickly from Penn State this past weekend. I get it and can’t fault theirmarketing department – I certainly don’t have all the facts. But I’d really like to see Cars.com – and all other college sportssponsors – use this difficult situation to recommit their investments to college sports and to the foundation that feeds collegesports: youth sports.Five Power Moves For Integrating Email Marketing And Social Mediaby Simon Grabowski, Tuesday, Nov. 15, 2011The replacement theory has never proven true in the digital marketing business. TV was supposed to replace radio. TheInternet was supposed to replace TV. And with all due respect to Facebook, LinkedIn, Twitter and other social networks, thedeath of email has been greatly exaggerated. In fact, last summer Facebook chief operating officer Sheryl Sandberg told adigital marketing conference that "email is probably going awayIt’s still here, and still powerful. Like most displacing technologies and applications, social media has changed the game buthas not canceled the game anymore than the Internet has canceled TV.Social media is a powerful force. If it can be harnessed to fuel email campaigns, then companies need to embrace that power.Social media and email can work together. In fact, they must work together to make digital marketing and messaging work atmaximum speed.Here are five ways to bring the power of social media into email campaigns.Give customers the social option: GetResponse’s "Email Marketing and Social Media Integration Report," released in June,showed that email messages that included a social sharing option such as share, recommend or Tweet, generated 30% higherclick-through-rates (CTRs) than emails without a social sharing option. Messages with three or more sharing options generated Babelfish Articles Nov 2011 Page 61
  • 62. 55% higher CTRs. Emails with a Twitter sharing option returned over 40% higher CTRs than messages without any social medialinks, indicating the benefits of sharing may be vastly underestimated. Including social media sharing options adds to theemail campaign. Email customers are a company’s most qualified ambassadors. Let them spread the message and your emailcampaign works more efficiently.Be aggressive; be committed: The old advertising saw says: ―No one ever got fired for buying more TV.‖ Same goes for email. AJuly Pew research project found that email is just as ubiquitous as search. More than 92% of adults use email every day.According to Pew, email is similar to search (and many other online activities) in that the youngest online adults, the college-educated, and those in the highest income categories are more likely than others to engage in the activity. If email is aconsistent part of the marketing strategy, it will be easier to integrate social links and then use the social media element as apoint of customer engagement.Play by the old rules: Just because an email campaign includes social media icon links, don’t throw the rest of the rule bookout the window. Define the campaign goals. Is the desired outcome more social media ―followers?‖ Or is it to get customers toconvert on an offer as well as share it? Social integration still demands campaign planning and optimization solutions includespeed and efficiency for transactional emails, split testing, and related feature-based improvements designed to maximizeresults.Build new lists: Facebook can be a great vehicle for attracting and retaining email addresses. Just as email can drive users toFacebook (or other social sites), Facebook can drive users to your email list.There are a few ways to accomplish this goal. First: designate the sign-up tab as the default -landing page on your fan page.That way users who have not yet become fans will see this tab first when they arrive on your fan page. Next you need toencourage users to enter their email addresses. This will work at a basic level without any additional incentives. Being a fanshould logically lead to a desire to be part of an email list. But incentives can take this effort to a new level. Think aboutloyalty points, special discounts or exclusive information in return for a social-media-driven email address.Keep your social contacts updated: And if you’re going to send your emails to this specific group, make sure you createvaluable and targeted content and personalize the messages so that they retain LinkedIn communication style.Remember that email adds value for the customer’s relationship with your company. Make sure that part of that value isextending the social experience as well.Ten Mobile Social Trends For 2012by David Berkowitz , Tuesday, Nov. 15, 2011How prepared are you for the mobile social tidal wave, tsunami, hurricane, and Bieberquake that will hit us in 2012?You’d better get ready. Gartner forecasts that there will be 7.4 billion mobile connections in 2015, when the earth’s populationis expected to be a mere 7.2 billion. And you know what everyone’s going to be doing with their 1.03 mobile connections perperson? They’ll be undressing catalog models with augmented reality apps. But when they’re not doing that, they’ll probablybe engaging with some kind of social media.Following a keynote I just delivered at Customer Engagement Technology World 2011 on mobile social media, which you candownload at bit.ly/cetw2011, here are the 10 trends to follow. You can find even more examples of these trends in the talk,with links in the appendix.Here are the top-10 mobile social trends:1) Social FashionWhy it matters: Mobile experiences can change the shopping experience to provide real-time feedback from friends, experts,and sometimes brands.Watch out: Retailers and fashion brands might not love the real-time feedback when it’s negative.Best in show: Go Try It On is one of my favorite digital experiences, especially for an app I don’t need personally (being marriedgives me all the real-time feedback that I need, and then some).2) Tag, You’re ItWhy it matters: Tagging is cool again, thanks to Instagram, Pinterest, Tumblr, and other services built on tags, let alone thehumble hashtag popularized by Twitter. Babelfish Articles Nov 2011 Page 62
  • 63. Watch out: Keep tags simple and relevant. No one will use a tag just because a marketer tells them to do it.Best in show: If you haven’t tried Pinterest yet, you’re missing one of the great phenomena migrating from trendsetters to themainstream.3) Interactive TVWhy it matters: Interactive TV is here. Almost all mobile Internet users access their mobile devices while watching TV, andmost of that activity involves socializing.Watch out: Check-ins and other gimmicks won’t have the same staying power as experiences that provide relevant contentand active communities.Best in show: There are some great contenders here, but I like IntoNow to use during TV programs, and Shazamduring the ads.4) Q&AWhy it matters: Mobile social media makes it possible to get instant feedback from local experts.Watch out: Very few local apps scale, especially for real-time experiences.Best in show: Opinionaided is addictive. More than 100 people bothered voting on whether I had something in my teeth. Oddly,they couldn’t agree.5) Putting ME in RecomMEndationsWhy it matters: We’re not all the same, so how come recommendations are the same for everyone?Watch out: Few services do personalization well, either because the social graph data is limited or the personalization takestoo much work.Best in show: Foursquare still nails this better than any newcomer I’ve tried so far. Seeing where your friends have been andwhat they recommended is both powerful and rewarding6) Social ContextWhy it matters: For people sharing their location, you can find out who is nearby and what you have in common with them.Watch out: Many find this creepy, even if it’s all opt-in.Best in show: Sonar has become one of a handful of apps that I use regularly; it’s perfect for habitual location-sharers.7) Geo-GamingWhy it matters: Mobile games can be far more fun if they’re based around real-world locations.Watch out: A lot of people just want to kill pigs and cut ropes.Best in show: I’m addicted to Traveler’s Quest for burying and finding virtual treasure all over the globe, but Life is Crime is alsoa well-done version of Mafia Wars using real venues, and the latter runs on Android.8) Augmented REALityWhy it matters: Merging digital experiences with the real world offer imaginative new ways for people and brands to tell theirstories. New applications will have people using AR to find people, not just places.Watch out: So far, it’s still mostly gimmicks.Best in show: The Airwalk virtual pop-up store by Goldrun may be the best AR campaign run so far.9) Near Field CommunityWhy it matters: Near field communication (NFC) becomes far more interesting when it taps into social media.Watch out: Hey, Jack, in Springfield! Can we borrow your phone? The rest of us 300 million Americans are waiting for our turn totry NFC since our handsets don’t have the hardware. Babelfish Articles Nov 2011 Page 63
  • 64. Best in show: Look how excited this guy from Engadget is to buy a Coke from a vending machine just because he’s using NFC.Now imagine if there was an incentive for him to buy one for a friend.10) Facial RecognitionWhy it matters: Mobile handsets are getting just powerful enough, with fast enough connections to process facial recognition.Whatever you’ve seen so far, using webcams will seem like child’s play.Watch out: It better be 1,000% opt-in or people will flip out. And it doesn’t play well in places with more sensitive privacyconcerns, like schools, strip clubs, or Europe.Best in show: Face.com has processed 34 billion faces so far and is just getting started.Face.com isn’t the only one. We’re all just getting started. How are you planning to use mobile social media in the months andyear ahead? I’m excited for the opportunities we’ll have to learn from each other.Deep Pockets: Superphones To Lead Mobile Growthby Steve Smith, Nov 11, 9:25 AMUntil now, we were happy just having our phones be ―smart.‖ Now they are getting ―super.‖ According to Strategy Analytics, thelatest generation of smartphones that sport extra-large screens and faster processors constitute a new high-growthsubcategory dubbed ―superphones.‖With displays spanning at least 4 inches and processors running at 1GHz or higher to qualify for this supersized mobilecategory, the superphone market will have grown 200% this year -- leading all other classes of phones by a long shot, thecompany says. This muscled-up group of super-powered devices will be growing at 15 times the rate of smartphones, whichare expected to expand only 13% in 2011 by comparison.Cell phones in this category include the Samsung Galaxy S2 and HTC Sensation. If a rumored iPhone 5 appears next year withthe larger screen that many have expected, then Apple will enter the superphone category. Neil Marston, director, strategyanalytics, tells Online Media Daily that Apple can’t stay out of this field much longer.―We expect the Apple iPhone 5 in 2012 to be a superphone design,‖ he says. ―Superphones represent a next wave of growthafter smartphones, and Apple cannot afford to ignore that trend. Apple’s sub-4-inch iPhone displays are arguably starting tolook a little small when compared against larger superphones, such as Samsung’s Galaxy S2.With their pocket-stuffing size, superphones likely appeal to a special niche of users, but Marston says they have an audienceon both the supply side and the buy sides.―Consumers and operators like the richer experience of larger screens and faster processing speeds that be be delivered bysuperphones,‖ he says. ―Samsung is currently the world’s leading superphone vendor due to the success of its Android-powered Galaxy S2 model, and Samsung has been aggressively leveraging this leadership to attack rivals with much weakersuperphone portfolios, such as Nokia, BlackBerry and even Apple.‖Earlier this month, both IDC and Strategy Analytics found that Samsung had surpassed Apple in smartphone shipments in thethird quarter of 2011. IDC says Samsung now has 20% of the market in Q3 compared to Apple, with 14.5%. The Samsung Galaxy S2has sold more than 10 million units.Many analysts suspect that Apple’s slower growth in the quarter was attributed to consumers waiting for the next generationof iPhone to launch in October. While many observers expected Apple to launch an iPhone 5 that included a superphone-level Babelfish Articles Nov 2011 Page 64
  • 65. 4-inch screen this year, the iPhone 4S at first seemed like a letdown. Record sales worldwide for the iPhone 4 upgrade suggestthat the absence of a larger display did not dampen demand.Smartphones with larger screens and faster processors surely favor the migration of ever more Web-based and other digitaltasks to mobile platforms. ―High-performance apps such as 3D games and 3D video are particularly well-suited to the high-speed 1GHz+ processors found in superphones,‖ says Mawston. ―Larger displays and faster processors upgrade the userexperience.‖Samsung and HTC especially have touted their superphone models as media-consumption devices capable of longer-formleanback viewing. As hardware makers vie for market share and differentiation, they may be looking to media and marketingfor value-added content and special-offer bundles to highlight the hardware’s capabilities. Its not clear what limit there maybe on display size for superphones, since Samsung and HTC have plans for pocket-stretching 4.7-inch screens as well.Ford Partners With Zynga For Escapeby Karl Greenberg, Yesterday, 12:56 PMIn a first for Ford and perhaps a first for the industry, the Dearborn, Mich.-based automaker will introduce a new vehiclethrough a social media game. Ford has partnered with digital social-platform gamemaker Zynga to create what Ford is callingthe world’s largest version of Zyngas ―Words With Friends‖ game.The effort, which starts on Tuesday, also involves actress Jenny McCarthy, who will play the game against U.S. consumers. It isall part of Fords reveal of the 2013 Escape at the Los Angeles Auto Show.As about a third of Americans own smartphones, the automaker has been putting the focus on them and other mobile devicesfor the upcoming launch of the compact crossover SUV. Zynga says it has some 230 million monthly active users playing gameslike CityVille, FarmVille, Empires & Allies, and FrontierVille. Ford recently introduced a new marketing campaign for theforthcoming Escape on mobile app GoldRun. It is also running "Escape Routes," an interactive reality series featuring the Escape.The team-based competition continues into next year.Matt VanDyke, director of U.S. marketing for Ford, says that revealing the vehicle through a Zynga social game lets theautomaker "Expand its reach beyond traditional social channels to mobile platforms that engage a broader audience.‖ Thecompany will be doing a lot of social and mobile programs around the new Escape when it launches next year.In the game, which will take place from 8 to 9 p.m. Pacific at Hollywood and Highland in Los Angeles and live-streamed onFacebook, players can submit their word suggestions through the chat.Separately, Ford has collaborated with shift.com, a sustainability-focused site founded by "Entourage" actor and filmmakerAdrian Grenier and film producer Peter Glatzer that focuses on film, design, art, transportation and culture projects around theissue of sustainability.Ford says it will use its sponsorship of the site to try to clear the thickets of confusion around the differences betweenalternative vehicle powertrains like hybrid, hybrid electric, and electric. The collaboration includes a documentary series onsustainable-business leaders, live-event programs and film festivals. Besides Ford, the Shift site gets sponsorship dollars fromVirgin America, Stonyfield Farm, and Marvell semiconductor. Babelfish Articles Nov 2011 Page 65
  • 66. Innovation models changeNEW YORK: Major brand owners are taking a highly diversified approach to research and development as they seek to gainground in emerging markets, a study from Ernst & Young has revealed.The consultancy polled 547 executives globally, and found 36% of international firms have embraced "frugal innovation" - i.e.adapting goods, services and business models - in countries such as Brazil, China and India, and a further 40% plan to do so."Its really about providing the tools for innovation that will enable a country to make the most of its competitivedifferentiators," said Josh Nash, a senior strategist at Microsoft.At present, 54% of multinationals are targeting the top end of the market in fast-growth economies, while 40% prioritise mid-tier customers and 6% emphasise the "bottom of the pyramid".By contrast, 51% of organisations based in emerging economies are aiming for middle class shoppers, versus 40% primarilymanufacturing premium lines and 9% focusing on the poorest buyers."We try to look at fundamental technologies that can apply across a broad range of products and services in differentregions," said Dr Meera Sampath, director of the Xerox Research Centre India. "I like to think that what we do is create locallyinspired but globally relevant technology."Among the featured firms, an average 37% of R&D activity occurred in developing nations, but just 38% created entirely newproducts for these outlets, whereas 52% had modified their pricing architecture.Overall, 67% of the panel agreed big companies headquartered in such nations were best-placed to achieve "frugal innovation"and thus deliver quality products at a price appropriate for the growing middle class they contain.R Gopalakrishnan, director of Tata Sons, the India-based holding group, argued: "Western companies tend to place greaterimportance on process, while those that are based in a country like India tend to pay greater attention to culture."Some 55% of firms now boast dedicated innovation teams for emerging markets, and 52% agreed detailed consumer insightswere a key factor for enhancing their R&D output, the highest score here."You have to understand the local market needs and develop products that are not only going to help consumers to improvetheir lives but that also fall within their purchasing capability," Jeff Weedman, Procter & Gambles vice president, globalbusiness development, said.Operational excellence was vital for 47% of respondents, exploiting new technology hit 45%, rapidly bringing ideas to marketlogged 26% and sharing knowledge across borders generated 15%.Data sourced from Ernst & Young; additional content by Warc staff, 15 November 2011PepsiCo adapts TV modelNEW YORK: PepsiCo, the food and beverage group, will increasingly use television ads as a "trailer" for its activity across digitalmedia, reflecting the shift underway in popular habits.Writing in the Harvard Business Review, Shiv Singh, PepsiCo Beverages global head of digital, argued: "The TV spot has becomethe trailer for something bigger, broader and more interactive.""Fewer and fewer advertisers will start their strategic marketing planning with a television advertisement in mind. Instead,theyll step back and begin with an engagement strategy that gets operationalised through a series of creative ideas thatthen get routed through different channels."Singh suggested 60% of the US TV audience often look at a mobile phone when watching linear broadcast content and 33% dothe same with a laptop, meaning TV spots occupy a new position."Their role isnt going to be about building brand recall, favourability and awareness in that moment alone," said Singh. "Theywill be trailers into deeper branded digital experiences.""As marketers run television advertising, they need to be ready for the real-time response and the real-time marketingopportunities for deeper digital engagement." Babelfish Articles Nov 2011 Page 66
  • 67. The integration between these mediums has been shown by Pepsi Sound Off, an internet platform allowing viewers of the XFactor, sponsored by the firms eponymous cola, to share their opinions.More broadly, Singh predicted media planning may be transformed as marketers acquire greater knowledge of the online buzzsurrounding ads, and the programmes of interest to customers, thus helping prove return on investment.Indeed, Gross Rating Points (GRPs), measuring the reach and frequency of shows, could be replaced by GRPEs, with the "E"standing for "engagement", or "how social a particular TV show is"."You can bet that information will heavily influence planning decisions in the future," said Singh. "The value we put on anadvertisement will change as we seek to account for engagement metrics in the pricing."Location-based "digital experiences" will be equally vital. Pepsi has previously run TV ads promoting a tie-up with Foursquare,the mobile check-in service, offering exclusive content when people visited sites like beaches and amusement parks."Location-aware technologies will force a greater degree of engagement on a format that had historically been passive,impersonal and certainly without any extensions," said Singh. "These will matter as they can track the user all the way to thestore shelf."Checklist: Are You Ready for Integrated Marketing?Stephanie MillerI am firmly convinced that the future of great digital marketing will hinge on a campaign management (e.g., segmentation andautomation) approach. Think about it.The hardest things to do in digital marketing: Be relevant. Learn about customers, respond to their behavior and actions in real time, and customize experiences. Become cross channel. Respect customer choice and their seemingly endless (but not nearly seamless!) transfer of activity between email, social, and online activities via a collection of devices. Earn ROI. We make all kinds of investments in time, treasure, media, content, and asset creation. We have extensive technology available and more business savvy than ever. Yet, marketers still struggle to explain our efforts in terms of business success.The best things a campaign management approach will do: Create relevancy. Segmentation is the bedrock of campaign management technology, and is now coupled with multi-touch (nurturing) and automation capabilities. Cross channels. Campaign management software sits on the marketing database so it can read, respond, and customize to customer preference in as many channels as the marketer dare approach. Measure. With all your activity happening in one place, off one database, you can more easily track workflow, budgets, spend management efforts, and utilize one reporting database to gain insights into your particular business. Manage content. If content is the currency by which we create customized, welcome experiences, then getting in front of the costs and requirements for assets and versions is key.Excited? I hope so. You are also probably closer than you think to taking advantage. If you are asking, "Am I ready?" - read on. Iget asked this question a lot, and usually respond with more questions that hopefully help marketers determine theirreadiness and identify both opportunity and areas of vulnerability. Do you have evidence that your customers want to interact with your brand in more than one channel - online and offline? Would being forced to establish a common language for success for your organization - an important factor in optimizing the use of new marketing technology platforms - help you and your entire marketing department clearly articulate and execute your marketing goals? Would you like to increase your time to market for outbound campaigns? Babelfish Articles Nov 2011 Page 67
  • 68.  Have you developed a common set of ROI metrics for your business - and shared these with sales and executives? If so, campaign management approaches can help you automate and track them.  Where is the data before it comes to the marketing department? Do you have multiple sources to manage? Do various marketing activities have their own databases that need to be synchronized? While many marketing departments flourish using multiple databases, its still important to have your outbound digital messaging (email, SMS, social, web optimization) come from the same database.  Would you like to reduce the time spent transferring data from one system to another?  Have you already demonstrated success with intra-department software (e.g., salesforce automaton or cloud-based asset library)? If you have answered "yes" to a even few of those questions, then you likely are ready to take your digital marketing up a notch. A campaign management approach will help you get there. Just going through the discovery process will help you define and embrace a strategic approach. It sounds overwhelming - but dont make it so. Just get started. First, understand your database assets and structure. If its complex and/or disjointed, thats OK. You need to know what data you have. Then, articulate your topline business goals. Is it more efficiencies and higher productivity? Is it more cross-channel campaigns? Is it tracking and measuring? That will help you identify if you need a campaign management solution or just a point solution. The former will likely have more firepower and processing speed, as well as incorporate multiple functions for managing data, setting up segmentations, and multi-touch campaigns. It should also have functionality for publishing and messaging (email, SMS, social) - allowing you to consolidate solutions and pull outbound communications closer to the database. Disney Magic Or Common Sense - A Consumer-First Philosophy Hospitals are on the farthest end of the spectrum from the ―happiest place on earth,‖ but some healthcare organizations are finding out they don’t have to be. One of the most unlikely suspects is now a consultant to healthcare—Disney. According to a September 2011 report by Iconoculture, more than two dozen hospitals have signed contracts with Disney for training in better customer care. Consultation ranges from new uniforms, job rotation, personal interaction, thinking creatively and even better name tags. Granted, there are many, many lessons that Disney can teach on customer service, but I would argue those lessons are all around us every day. And there is really only one mantra that matters—―put the consumer first, in everything we do.‖ It need not take thousands of consulting dollars to come to this realization. Consider: Every time I sit in a doctor’s office, I marvel at how my providers feel they can schedule me for a 9 a.m. appointment, usher me back at 9:20 so that I can eventually be seen at 9:45. That’s on a good day. Having my own clients, I can only imagine if I set a meeting for 9 and kept them waiting for 45 minutes. In the world of CPG, there are over 300 SKUs of toothpaste in the aisle that confuse the heck out of consumers. It’s almost impossible for shoppers to find the same tube they used last time out of that dizzying line-up. But if yet another product launch helps the category leader acquire an additional foot on retail shelves, then it’s too bad for the consumer. This is one of the reasons shoppers are so promiscuous in the toothpaste aisle. My step-son has cerebral palsy and walks with ankle-foot orthoses (AFOs). They are braces that support his feet and ankles and secure with Velcro straps just below the knee. That Velcro is strapped on and off hundreds of times in just one month. The Velcro wears out, and then you’re stuck using tape to keep them closed. These AFOs typically cost $600 and are custom-molded to a person’s feet. For such an investment, how hard would it be to make replaceable straps in-home? Like shoelaces! In each of these cases, healthcare providers and manufacturers are choosing to run their businesses in a way that works for them, not the consumer. Like all things, the best way to address change is just one step at a time. If you would like to improve your customer relationship, try these simple steps: 1. Ask each member of your team to identify one idea that would be a meaningful benefit to the patient or end-user? Pick the low hanging fruit and implement it. The idea is to knock back the easy stuff. 2. Now harder -- what is the single biggest customer complaint you hear? Bend over backwards to fix it. Babelfish Articles Nov 2011 Page 68
  • 69. 3. If you’ve made it through the woods on the first two, what great consumer-centric idea has your organization been talkingabout for years? Implement it.For those of you who are hiring Disney, it will be a great journey for the organization. For those of you who are not, considertaking these steps to drive positive results for your business. Brand To Brand: How To React In Challenging Situations The past week has not been a stellar one for the wide world of sports. As the story has unfolded out of Penn State University, maybe we’re witnessing the worst example of what ―win at all costs‖ means in college athletics. Certainly, the horrific news surrounding the much-vaunted PSU football program has tainted what had been built up over many decades as one of the nation’s top-tier college football brands. So what happens when the brand association that marketers rely so heavily on to make their investments suddenly becomes compromised – and how do sports properties rebound, especially when the brand equity that has been created over the years is degraded by the actions of a few individuals? There are a number of options for the two brand partners -- properties and sponsors – in challenging situations like this. One simple option for sponsors is to pause for a period of time – or cancel outright -- a sponsorship investment. Cars.com made this move this past weekend by removing its association with the Penn State vs. Nebraska game televised on ESPN. On one level, it’s hard to fault the Cars.com marketing department as there is no way to really assess how negatively viewers would associate the Cars.com brand given the negative perception many fans may have right now around the Nittany Lions. Another option would be to stick with your investment – as many advertisers chose to do over the weekend by keeping their ads running on air and at the game venue. The assumption here is that many fans – while unforgiving of the actions taken by a handful of key individuals – connect with the players and the Penn State brand in a positive way based on the many years of association they have with that college sports brand. Again, while it’s hard to measure in such a short timeframe how fans truly feel about Penn State football in the first game following the terrible allegations, it’s admirable that many brand marketers felt that they might be part of the healing process by supporting the many players, coaches and fans who have been great contributors to all of the good things about PSU athletics. Ultimately, a situation like the one that unfolded in the last 10 days or so at Penn State tests the true definition of partnership between a property like Penn State athletics/football and the many sponsors that value the brand association with PSU. On one level, in the darkness of such an appalling story there is an opportunity for this property-to-sponsor partnership to deepen and become even more meaningful. This event represents a time of need – a time for sponsors to recommit to why they have invested in college sports in the first place. Using this time to work with Penn State to highlight the many great examples of student athletes contributing not just on the field but off the field as well. And taking the time to even think about deepening a sponsor’s brand relationship with youth sports at a time when we need to shine a light on this important area in the broader context of how we educate young children. Yes, I was disheartened to see Cars.com pull away so quickly from Penn State this past weekend. I get it and can’t fault their marketing department – I certainly don’t have all the facts. But I’d really like to see Cars.com – and all other college sports sponsors – use this difficult situation to recommit their investments to college sports and to the foundation that feeds college sports: youth sports. No Shortage of Predictions at ad:tech NY 2011 Hollis Thomases Ive been attending ad:tech New York for many years now, and its always interesting to see what sessions attract the most attention and what people are talking about when they leave. If you judged ad:tech high points by session attendance, youd think you were at SXSW instead of ad:tech - social was definitely hot! But my biggest takeaway is that the convergence of advertising, marketing, communications, and technology still continues its forward charge and that no one can rest on their laurels of past performance if they want to be relevant into the foreseeable future. With these sage words, allow me to recap some of the more interesting predictions, statistics, and tidbits from the latest ad:tech conference. Babelfish Articles Nov 2011 Page 69
  • 70. Social Predictions 1. Sites need to be developed for richer sharing. Sharing is going to go beyond social bookmarking, tweeting, and simple sharing. Site owners need to think about every element of their site being independently shareable. Sarah Personette, director of global agency relations for Facebook showcased the Levis website, which allows you to create your own store, share your selections with friends, and integrate Facebook elements like friends birthdays so you can be reminded and send them gifts directly from the store. 2. Search has seen its day.Get ready for more "search is dead" quotes soon. More than one presenter discussed the fact that social, mobile, and video will surpass search revenue within five years.  Jeff Green of The Trade Desk, however, covered a nice case study showing how maximizing search by adding retargeting plus optimized display (e.g., by Zip code, day-of-week/time-of-day, top-performing sites, DMAs, or states) can show significant lift for campaigns: i.e., think about whats really moving product. 3. The Google vs. Facebook war rages on.Google debuted its Google+ Pages for Business just prior to ad:tech and its Head of Social Advertising Products Christian Oestlien gave a stat-packed evening keynote, including:  90 percent of people rely on personal recommendations from friends  84 percent of people are online doing research before making a purchase decision  77 percent of all content around brands is being shared by the user, not the brand  95 percent of posts to or about a brand go unanswered 4. Social will only be authentic to a point. This is my personal assessment based on all the pay-for-play options and manipulation of social engagement. Brands eager to capitalize on the power of social should proceed with caution. Im not opposed to things like sponsored conversations or paid-for influence, but what Id like to see is more full disclosure that this is going on. Technology Predictions In a word, yes! Advertising will continue to migrate away from traditional, more simple, and more labor-intensive delivery mechanisms and into more technical, automated solutions. Among these standouts: Ad exchanges and DSPs…with the layering-in of DMPs for good measure HTML5 and what it will enable developers to deliver to users Mobile - its "finally" come of age here in the U.S., according to comScores Media Evangelist Eli Goodman, and speaking of… Babelfish Articles Nov 2011 Page 70
  • 71. Mobile Predictions 1. Mobile-first development. Stephen Gates, senior creative director of Starwood Hotels made a great case for developing first for mobile before the browser. 2. Potency of mobile + local for real $$$. Several presenters featured case studies that proved the closer someone is to a physical location theyre using their device to help find, the greater the likelihood for purchase.General ObservationsSome final thoughts: 1. More acronyms. Last year the DSPs and RTBs ruled; this year, they were still present but took a back seat to social: SOCO, SOLOMO, and SO-MO-VID. And yet, the ever-popular ROI still got its due. 2. Steve Jobs worship continues. Keynote speaker and Jobs biographer Walter Isaacson attracted a huge audience. The most salient message for me was Jobs belief that before profits must come great products, and in order to get that, you need to have a great company. 3. The new tablet phenomenon. Many attendees had tablets, particularly iPads, which they readily held up to take photos of the presentation screens. 4. Lots of busting on "old school" advertising agency processes, methodologies, and business models. Its still very much an "us" versus "them" mentality here. 5. Entertainment always wins over a crowd. You would think a bunch of advertising experts would already know this, but most presentations lacked pizzazz. Those who entertained like Colin Wescott-Pitts presentation of the Dos Equis campaign or Ben Foxs amazing slide show on the future of the ad marketplace stood heads and tails above the rest. 6. Best new technologies. Through Twitter, I tried to crowdsource for feedback. Responses (my own included) mentioned GeoEdge, Semcasting, Mobile App Tracking, hashtagart, and SocialToaster. 7. Presentations. Couldnt make it to ad:tech NY? Why not at least download the presentations?The Social Media Spiral Of UnengagementBy Jason Heller Tuesday, Nov. 15, 2011There’s no contesting the value and insight derived from direct consumer relationships in social media. Most brands are fullycommitted to developing and nurturing these connections by now, even though many have stutter-stepped their way intothese ―relationships.‖The ―like‖ counts for any formidable brand on Facebook often range from hundreds of thousands to several million consumers.While social media and the social graph are alive and well, these numbers can be deceiving when the consumer commitmentthat liking a brand represents is the fraction of a second it takes to click a button.The challenge that has since been rearing its ugly head is that only a small percentage of consumers are subsequentlyengaging. This is partly because brands do not provide a compelling enough experience, and partly because consumers justdon’t care to engage with most brands -- even brands they actually do care about.Last week TNS released the 2011 Digital Life study, which underscores this point. Of note, only 9% of U.S. social network usersare more open to brand relationships than resistant to them, and 60% explicitly do not want to engage with brands online.This is not to say that the sky is falling, but to drive home the point that each and every potential consumer relationship isincredibly valuable. However, there is a difference between a node on the social graph and an actual relationship.What’s in a Number?We all know that the number of ―likes‖ or followers is irrelevant -- at least, I hope we all know that by now. All things beingequal (which of course they are not), there is usually an inversely proportional relationship between the number oflikes/followers and the percentage of engaged consumers, albeit a directly proportional relationship to the absolute numberof consumers engaged and reached. It’s the classic funnel: the more that goes in, the more that comes out, even ifBabelfish Articles Nov 2011 Page 71
  • 72. percentage-wise we are sometimes talking about fractions of 1%. It seems like over time all marketing behaviors generallyresult in fractions of 1%.Facebook’s Edge Rank algorithm dictates that the longer an individual consumer does not engage with a brand’s posts, theless likely these posts will appear in the individual’s newsfeed in the future. The ramifications of this fact are significant, asconsumers rarely visit a brand’s page proactively, but rather discover brand content through their newsfeeds. Thus a re-engagement strategy within the channel itself is somewhat fruitless. The spiral of unengagement is unavoidable. I predictthat 12 to 18 months from now, most brand and social media managers will be faced with having to explain to their leadershipthat the majority of social relationships, which were justified on the basis of nurturing the future value of these consumers,are in fact unengaged, and the aggregate value is far less than what was expected. This fact does not diminish theimportance of social media and direct consumer relationships, but does preface the inflated expectations and reality checkthat lie ahead of us.A Call to ArmsI believe that we can do better. Social media efforts can’t be half pregnant, so to speak. A commitment to these directconsumer relationships is a commitment to being interesting and engaging -- a commitment to content development andcuration, and a commitment to humility.Marketers’ abilities to predict consumer behavior and reactions have been successful to the extent that until recently,consumers have never truly had a voice to publicly react – or, as the case may be, not react. Today, the resounding silencethat occurs from a brands’ inability to engage consumers speaks as loudly as the 1% or less that actually engage in theproverbial conversation.Engaging consumers is not easy. But it’s an uphill battle worth fighting. However, most importantly, brands must be committedto measuring or modeling the business impact of this engagement over time.The [Insert Budget Here]-Dollar QuestionIt is only a matter of time before every brand will be forced to answer the question ―how does an increase in engagementfulfill components of our business objectives?‖ Conceptually the value of direct consumer relationships is unquestionable. Yetpractically, the question indeed is ―how much are these consumer relationships worth?‖ The smartest marketers are alreadyworking on trying to figure this out. Are you?How are you dealing with the profusion of unengaged social media relationships? Respond in the comments or hit me onTwitter @jasonheller.Mountain Dew Facebook Sweepstakes Geared to GamersYesterday, 12:26 PMA new Facebook-based sweepstakes from Mountain Dew is offering gamers a grand prize of getting to play Activisions new"Call of Duty: Modern Warfare 3" video game with three friends on the Jumbotron at Cowboys Stadium.The brand worked with digital agency RFI Studios to create the"Mega Fan Experience" sweepstakes.To enter the contest now through Nov. 14, gamers -- an important consumer segment for Mountain Dew -- use a contest tabto post a picture of Mountain Dews Mega XP 20-pack packaging (available exclusively at Walmart, on a limited-time basis),and provide their full name, mailing address, phone number and email address.The contest is part of a Mountain Dew/Activision "Rank Up Your Game with Double XP" campaign that launched in August, inwhich fans earn double experience points (XP) through each purchase of specially marked Mountain Dew products. It will bepromoted on Mountain Dews Facebook wall and on Twitter, reported DM News.Prior to the games launch on Nov. 7, more than 335,000 fans had already registered at dewxp.com to bank XP time, accordingto the PepsiCo brands release. -- Karlene LukovitzBabelfish Articles Nov 2011 Page 72
  • 73. IAB Reworks Rich Media Guidelinesby Gavin OMalley, Nov 7, 5:08 PMFor the first time since 2008, the Interactive Advertising Bureau on Monday announced a major update to its Rich MediaCreative Guidelines.Key changes include the addition of the IAB’s six recently launched Rising Stars display ad formats; the inclusion of maximumCPU usage as a key guiding metric; increased maximum frame rates for previously existing rich media formats; and increasedlength of in-ad video play.Motivated by an increase in brand marketers’ use of the units, the IAB took nine months to iron out the new guidelines,according to Steve Sullivan, vice president of digital supply chain solutions at the IAB.―The guidelines reflect the increased use of existing rich media formats, as well as improvements in technology available toand used by consumers,‖ according to Sullivan.―Since we last revised the Rich Media Creative Guidelines three years ago, brands have greatly intensified their desire toengage consumers through interactive ads,‖ Sullivan added.Separately, Adobe Systems Incorporated this week said it would support the full range of rich media formats -- includingRising Stars -- through a new creative validation service called ―Project Adthenticate,‖ including standardized CPUmeasurement and rich media guideline checks.With the new service, combined with its existing tools, Adobe is hoping that brands will trust it with their business.―IABs new Rich Media Creative Guidelines show that interactive advertising has moved beyond the banner ad to become acritical component of high-impact brand advertising campaigns,‖ said Todd Teresi, Vice President and General Manager ofMedia Solutions at Adobe.Branching out even further from its roots as a multimedia platform provider, Adobe Systems just acquired video admanagement and monetization platform Auditude. Reports put the deal in the range of $120 million, but neither AdobeSystems or Auditude would discuss financial terms on Tuesday. ―All that’s out there is rumors and speculation,‖ Teresi, vicepresident and general manager of Media Solutions at Adobe, told Online Media Daily last week.With the help of Auditude, Adobe plans to provide an end-to-end video offering by connecting authoring, publishing,monetization and optimization. ―It’s a natural extension for us,‖ Teresi said. ―We signaled our interest in the marketing side ofthe content equation when we purchased Omniture -- and that product, Adobe Digital Marketing Suite, is now a core offeringfor Adobe.‖Unseeing Is Believing At IPGs New Media Labby Joe Mandese, Nov 7, 7:00 AMThe New York-based Media Lab that Interpublic will officially unveil later this week houses an impressive array of state-of-the-art -- as well as some next-generation -- media technologies, platforms and experiences that are sure to wow even themost jaded industry wonk that walks through its doors. But the real power of the new lab isn’t what people will see blinking,flashing, and reverberating on its walls, floors and even in thin air, but what they will not see: an even more powerful ―virtualBabelfish Articles Nov 2011 Page 73
  • 74. lab‖ that is powering, and determining, what gets put in the lab in the first place. It’s also a new powerful tool that the globalorganization of Interpublic’s Mediabrands unit -- everyone from planners and strategists at Initiative and UM to specialists invertical operations like Ansible, Geomentum, Reprise, and Shopper Sciences -- can use as a means of vetting what’s real andwhat’s not in the sometimes dizzying, hyper-accelerated world of media and technology.As impressive as the physical lab is -- and after getting a sneak preview late last week, this reporter can tell you, it truly is -- it is the virtual lab that Mediabrands chief Matt Seiler considers his pride and joy, and the real secret sauce that will keepInterpublic’s media people and products one step ahead of the rest of the industry.―We wanted to build something that people could use to start their day by looking at what’s possible,‖ Seiler says, explainingthat all the contents of the virtual lab -- basically a proprietary vertical search engine of new media technologies sitting onthe Mediabrands intranet -- have been vetted by the holding companys best technology, media and marketplace experts,and deemed to be at the very least applicable to the agencies’ clients’ businesses. What’s not in the database, Seiler says, isjust as important as what’s in it, because many among the multitude of products and innovations coming out of Silicon Valley,Tel Aviv and elsewhere may be new and cool, but frequently are unnecessary distractions that may not be relevant and maynot scale.During the tour, Seiler and Mediabrands Chief Innovation Officer Quentin George explained that, the labs -- both physical andvirtual -- utilize a stringent process for vetting and curating what goes into them. They began by Terence Kawaja’s now-famous LUMAscapes chart, an overly complex graphic delineating the advertising technology playing field that Seiler says―makes me want to puke just looking at it.‖IPG then vetted which of those companies and technologies were actually worth the consideration of their agency teams,omitting more than a third of the LUMAscapes candidates, and then lumping them into three fundamental buckets oftechnology and media platforms -- one-to-one, one-to-some, and one-to-most -- and then tagging them so that they areeasily searchable. What the virtual lab ended up with were about 350 media technologies that were its foundation. When thelab’s doors open on Wednesday, a total of about 500 technologies will potentially be on display, although only about a tenthof those will actually be shown to any given visitor -- mostly clients and other VIPs -- at any given time. The reason, saysGeorge, is that IPG wants to curate the experience to be sure it is most relevant for the person or groups coming through.So, for example, when a team such as UM client Johnson & Johnson walks through, its products will be sitting on the shelvesof a retail area that makes up one of five sections of the lab. Other clients will see their brands -- or other brands relevant tothem -- when they have their tours. The same thing is true of the technologies that will be on display that can augment theway people interact and experience their clients’ brands. In one corner of the room, for example, sits a digital table-likedevice surrounded by Nike footwear. Place one of the sneakers, which have RFID chips embedded in them on the table, andthe screen comes to life with information about the shoe’s features.Naturally, there are screens everywhere in the lab -- some like the shoe retailing screen, or the ―Magic Window,‖ that areactually owned by IPG, which is developing a marketplace around them. Others are simply screens and technologies that IPGbelieves have relevance for its clients’ brands.The grand finale of the tour culminates with a very special screen: the ―CMO Desk.‖ Actually, the desk, a tabletop digitalscreen, is a composite of six different screens, all of which relay vital data -- much of it real-time information about sales,media impressions and other so-called KPIs (key performance indicators) that utilize new forms of data integration andpresentation that IPG has also developed and plans to market to its highest level clients.―This is the thing I expect we will sell more than anything else,‖ says George. By ―sell,‖ he means just that -- because the labisn’t just a research and development facility, but is intended to be a physical retail outlet for IPG’s Mediabrands todemonstrate and sell products and services -- not just theory and potential applications.In fact, there is something else most visitors won’t see while making their way through all the nooks and crannies of the lab:an invisible flow of data that will be tracking their personal movements and biometric levels of engagement with specificdevices and installations. The data, which is generated primarily by a near-field communications (NFC) enabled phone that allthe visitors wear instead of a badge, also has a camera on it that records everything they look at one frame per every 30seconds.The point of the data, says George, isn’t to shock or surprise the lab’s patrons, but to genuinely utilize the kind of technologythat IPG is deploying for its clients, on its clients, to demonstrate the power of digital data.Babelfish Articles Nov 2011 Page 74
  • 75. Crie um movimento e mude o planetaVice-presidente global de marketing da Unilever explica como a empresa pretende dobrar vendas e, ao mesmo tempo, reduziro impacto ambiental; ele destaca a ação brasileira ―Cada gesto conta‖Lena Castellón| 09 de Novembro de 2011 • 12:00Marc Mathieu: "O Sustainable Living Plan é um meio de a Unilever incorporar na organização a ideia de que temos um papel adesempenhar‖ Crédito: Eduardo LopesVice-presidente global de marketing da Unilever, Marc Mathieu assumiu em abril passado o posto e também o comando deuma missão importante para a corporação. O marketing está no centro de um projeto que visa dobrar vendas e, ao mesmotempo, reduzir o impacto ambiental até 2020. É o Sustainable Living Plan. A estratégia envolve todas as marcas da corporaçãoe visa a transformação de processos de produção e mudança de hábitos – inclusive os de consumo – para que a sociedadepossa viver num ambiente melhor.O plano tem a meta de ser incorporada internamente (por funcionários e operações) e ganhar a adesão do público,multiplicando a mensagem de que a transformação é possível. Faz parte desse projeto a ação brasileira ―Cada gesto conta‖,lançada no ano passado. Mathieu destaca esse movimento, dizendo que a iniciativa da Unilever Brasil é inspiradora e mostra oque a corporação pode fazer pelo mundo.Mathieu tem uma importante expertise na área. Depois de anos atuando na Coca-Cola, ele abriu uma consultoria que fazia aintersecção entre marketing, branding e sustentabilidade. Mathieu acredita que nenhuma empresa consegue ―fazer tudo‖.Portanto, se uma companhia quer criar um projeto socioambiental que impacte é fundamental definir o campo em que elapossa destacar esse interesse. Ou descobrir qual é a área em que ela naturalmente se encaixe. ―É preciso que o projeto tenhaum link entre o negócio da companhia‖, orienta. E crava: para que o projeto seja autêntico é preciso buscar o DNA da empresa.De acordo com Mathieu, o projeto é um retorno às raízes da Unilever, mas no contexto dos desafios do século XXI, que sãosustentabilidade e mudanças de hábitos necessárias para uma sociedade que caminha de 6,5 bilhões para nove bilhões depessoas (em 2050). ―O Sustainable Living Plan é um meio de a Unilever incorporar na organização a ideia de que temos umpapel a desempenhar e mostrar que há maneiras sustentáveis, e com responsabilidade, de se fazer negócios‖, afirma.A ação "Cada gesto conta" é destacada por Mathieu por ser inclusiva e emocional Crédito: Unilever - FacebookGrandes diferençasA ação ―Cada gesto conta‖ mostra como pequenas atitudes diárias são capazes de fazer a diferença. É uma plataforma quetem parte de sua força mobilizada pelo digital, em especial as redes sociais, com dicas nas áreas de nutrição, bem-estar,respeito com o consumidor, meio ambiente e saúde. A ação foi lançada no ano passado, mas vinha sendo engendrada há maistempo. Luiz Carlos Dutra, vice-presidente de comunicação corporativa, faz um resgate da história recente da companhia paraBabelfish Articles Nov 2011 Page 75
  • 76. discutir o assunto. Em 2006, por exemplo, a Unilever colocou no ar a missão e os valores que destaca por meio de suas marcas,caso da auto-estima e do conceito ―sujar faz bem‖. No final de 2009, foi lançada a proposta global ―pequenas ações, grandesdiferenças‖, que promovia um engajamento do público.A Unilever já vinha em um processo de tornar suas marcas mais vinculadas à corporação na percepção do consumidor. A esseesforço se somou o projeto de engajamento e daí surgiu a ação. ―Foi uma sacada legal. O ‘Cada gesto conta’ é muito maisinclusivo e emocional. Gera um impacto positivo. Em junho do ano passado, lançamos a página no Facebook. São 125 mil fãs emais de oito milhões de posts‖, conta Dutra.Meio & Mensagem ›› Qual sua principal missão como vice-presidente global de marketing? Marc Mathieu ›› Meu objetivo na empresa é ajudar a companhia a dobrar seus negócios enquanto trabalha para reduzir o impacto ambiental. A boa notícia é que essa responsabilidade não está somente nos meus ombros. Mas o marketing tem um papel importante no sentido de conduzir tanto o crescimento quanto as mudanças de comportamento, tornando as pessoas mais responsáveis do ponto de vista socioambiental. Acredito que marcas são fantásticos transformadores de hábitos e atitudes. Elas podem levar mensagens sobre consumo ao público, com dicas para o cotidiano. Ao mesmo tempo, seus produtos podem incorporar medidas que ajudem a reduzir a pegada de carbono, como fez Omo. Ou podem ter uma missão social envolvida em seus propósitos, caso de Dove e seu conceito de valorização da estima pessoal. As marcas podem ter a habilidade de combinar os produtos que as pessoas compram e as ideias que elas também ―compram‖ junto. Você pode concentrar o potencial criativo das ações na mudança de hábitos das pessoas.The Brands That Survive Will Be The Brands That Make Life BetterA new study of consumer engagement finds that companies that arent making a difference--to the world and to consumers--arent going to be around much longer. Instead of just making your product incrementally better than the competitor, youneed to create impact.We interact with brands almost every moment of our day. From the moment we wake up, were being bombarded with logos,advertisements, and products, all designed to make our lives easier but also to make us feel a connection to companies. Butmost of that work is totally meaningless: most people dont care about brands, and think that only a few positively impacttheir lives. More importantly, brands that are perceived as irresponsible or just creating products with no meaning are indanger of being severely punished by consumers.The state of brands and how they affect well-being was measured by media consultancy Havas Media. Umair Haque, thedirector of the Havas Media Labs and Harvard Business Review blogger who writes frequently on how business can createreal value, says that the study is about discovering how people are interacting with businesses in a world where manypeople feel that institutions are crumbling: "In an age where institutions are failing and contracts are broken, and people areclamoring for more--pounding their fists for better--were asking: What is the role for a brand? And how is the relationshipbetween people and boardrooms changing? People are beginning to say: What youve been able to give us in the past isntgood enough."How is the relationship between people and boardrooms changing? People are beginning to say: What youve been able togive us in the past isnt good enough.The most tangible outcome of this is that the Meaningful Brands survey--which spoke to 50,000 consumers in France, Spain,the U.K., Germany, Italy, Mexico, Brazil, Colombia, Chile, Argentina, China, Japan, India, and the U.S.--found that only 20% of thebrands they interact with have a positive impact on their lives. And they feel that 70% of brands could disappear entirelywithout them noticing.Whats the trick to making a brand meaningful? Focus on outcomes, not outputs. The criteria, says Haque, are simple: "Did thisbrand make you fitter, wiser, smarter, closer? Did it improve your personal outcomes? Did it improve your communityoutcomes? Did it pollute the environment? Were trying to get beyond "did this company make a slightly better product" tothe more resonant, meaningful question: Did this brand actually impact your life in a tangible, lasting, and positive way?"Haique cites Nike+ as a prime example. "Instead of putting up another campaign of billboards with celebrities saying Buy ourshoes, theyll turn you into a master runner, Nike+ actually helps makes you a better runner. Thats a constructive way tobuild a meaningful brand."Babelfish Articles Nov 2011 Page 76
  • 77. But the 10 most positive brands arent necessarily the do-gooding corporate entities you might expect: The top 10 are: 1. Ikea 2. Google 3. Nestlé 4. Danone 5. Leroy Merlin 6. Samsung 7. Microsoft 8. Sony 9. Unilever 10. BimboThere arent a lot of companies on that list that you might associate with anything but outputs, and certainly none that wouldbe on any list of major companies giving back (though company founders like Bill Gates have, of course, become hugelyimportant in terms of personal philanthropy). But thats starting to shift. More than half (51%) of consumers want to rewardresponsible companies by shopping there; 53% would pay a 10% premium for products from a responsible company. And theywant companies involved: 85% of consumers want companies to be engaged on global issues, but only 22% think theyregetting enough. Haque says that if companies dont start responding to these trends, theyll be punished:"If you have a company where a small but significant number of people are saying this is beginning to negatively impact us--Ithink for companies that face that challenge, unless they take the idea of difference seriously, those numbers are going togrow. We dont see intensely negative feelings [for companies] at the moment, but my guess is that for companies that dontget their acts together over the next decade, we will see those numbers begin to shift."Want to make sure your company doesnt fall into that category? It may sound simple, but its difficult to execute: "ImpactHow Kimberly-Clark Is Lifting Sales by Elevating MarketingRadical Approach Ties Compensation for All Execs -- Not Simply Marketers -- to Improvements in Brand EquityBy: Jack Neff Published: November 07, 2011When Kimberly-Clark named Tony Palmer CMO in 2006, the move seemed in line with what other companies had been doing.But it soon became evident that the intent was anything but the norm: Within K-C, Mr. Palmer, and marketing generally, wereafforded influence in the organization unusual for any company. That includes creating a committee of the board of directorsthat focuses on marketing and innovation; making brand-equity improvement part of the compensation package for general-management executives; and giving Mr. Palmer authority for recruiting and developing not just marketing but general-management execs. Kimberly-Clark CMO Tony PalmerElevating the role of marketing within the organization has resulted in a longer-term focus that led to a 25% increase inglobal ad spending last year to $700 million for the $19.7 billion marketer of such brands as Huggies, Kleenex and Cottonelle.The past two years have seen Kimberly-Clark increase reported ad spending as a share of sales by nearly a percentage pointto 3.5%, which would be more in the range of 5% if you remove the traditionally low-spending away-from-home andprofessional health-care product portions of the business from the mix.K-C also saw its organic sales growth rate rise to 4% last quarter, putting it in league with the likes of Procter & Gamble Co.,Reckitt Benckiser and Colgate-Palmolive Co. despite reliance on some generally slower-growing categories and moreconcentration in slower-growing developed markets than those players. And the company has seen major turnaround or newgrowth for such brands as Kotex, Poise, Kleenex and Depend in recent years, thanks to new programs developed under theintegrated marketing planning system Mr. Palmer has spearheaded.Speaking in an interview and presentation at the Association of National Advertisers conference in Phoenix late last month,Mr. Palmer outlined the transformation hes been part of at K-C, including the integration of marketing from the boardroom toexecutive compensation and human resources.Babelfish Articles Nov 2011 Page 77
  • 78. The plan, Mr. Palmer said, was "to elevate marketing to a level in the company where marketing is the organizing principle forgrowth as opposed to a function within the company. "The process started with a decision five years ago to create a marketing and innovation committee on the board, he said,"which would guide growth for the company in the same way you have an audit committee or a compensation committee. Itwas, for us, a completely new idea, and I dont actually know many companies that do it."Another major change for K-C thats unusual among marketers has been making improvements in brand equity, which ismeasured by such factors as consumer-preference scores, a direct part of determining salary and bonuses for the companystop 10 executives overall -- not just marketing executives. Thats resulted in "a huge shift in focus," Mr. Palmer said, as well ashelping fuel long-term thinking and discourage getting results through short-term tactics such as price promotion."Compensation is a lot of the secret, in my opinion," Mr. Palmer said. And its been a factor that works both ways, since generalmanagers get scored and compensated on brand-equity measures, while marketing managers are similarly evaluated andcompensated based on profit-and-loss numbers.Another key to elevating the role of marketing at K-C, he said, has been a move to put him as CMO in charge of recruiting anddeveloping not just marketers but also general managers. He believes K-C is making progress in improving performance onboth fronts. Part of the reel of work he showed at the ANA and has showed at other appearances includes an emotional ad forWalt Disney World and a harrowing clip for an Australian safe-driving campaign that shows a distracted driver hitting a childwho runs into the street. He shows them not just because they get impact, but because both were projects of marketers helater recruited to K-C, and both "changed the trajectory" of their brands. In the case of the Australian clip, he said the adhelped move the state of Victoria from the worst to the best record in the country for the number of auto-related fatalities.One area where general-management notions are bleeding over into marketing is a growing focus on what Mr. Palmer calls"lean marketing," which isnt so much about bargaining costs down with agencies or media companies as it is about changingprocesses within K-C to eliminate waste."Your processes and bureaucracy get in the way," Mr. Palmer said. "The question you need to ask anyone in your organizationis "How much time have you spent worrying about the consumer and the brand vs. what you spend on your internalprocesses, and the answer will shock you."Another aspect of lean marketing, he said, has been standardizing processes and language for consumer segmentation aroundthe world, he said. It doesnt mean brands have the same exact segments everywhere, but they analyze their consumers thesame way.But the biggest area of standardization has been the integrated-marketing planning process, where Mr. Palmer seesconsiderable progress, but still a long way to go.As Mr. Palmer describes it, IMP starts with determining what the brand "promise" or central proposition is, understanding whatconsumer segments are crucial, then understanding what the barriers and opportunities are for reaching consumers with thatpromise, identifying the communication "touch points" to do so, and finally doing the creative execution as the last step. As ageneral rule, that means involving the creative agencies most heavily at the beginning and end and the media agencies in themiddle, though media shop MindShare has done key creative work in some cases, too."Its very difficult and it turns your agency relationships on their head," Mr. Palmer said.The change has led to some turnover among agency creatives working on K-C, he said, but tended to attract better and morestrategic agency talent."Theres a tendency to confuse structure and discipline in the way you do things with reducing creativity and the ability to dogreat stuff," he said. "The reality is when you do drive lean processes in marketing in particular, you drive out a ton of wasteand free people to do the things they should be."He credits the IMP process for the success of such things as the U by Kotex launch in the U.S., which ended a generation ofdecline for the brand and has added 2.5 to 5 points of market share for Kotex in feminine care since its early 2010 rollout,according to Symphony IRI data from Deutsche Bank. The process also helped end years of category decline and share erosionfor Kleenex, helping spawn successful programs such as a "Softness Worth Sharing" social sampling program.Still, challenges remain. K-C has been particularly hard hit by recession and slow growth in its biggest business globally --diapers and training pants -- and in its biggest market, the U.S., where it has a disproportionate share of its businesscompared to rival Procter & Gamble Co., and a more premium mix of products.K-C is the leading player in training pants by more than a three-to-one margin, but in a tough economy, parents have beenwaiting longer to switch from diapers to training pants or more often training straight from diapers, K-C Chairman-CEO TomBabelfish Articles Nov 2011 Page 78
  • 79. Falk said on the companys third-quarter conference call Oct. 24. Sales of training pants fell 6% last quarter, according toSymphony IRI data from Deutsche Bank, compared to 4% for diapers. Still, K-C outperformed P&G in both training pants anddiapers in share as measured by IRI, which doesnt include Walmart, club or dollar stores in its published data.But as Mr. Palmer said at the ANA, "The biggest fault you can have in our organization is to talk about brand equity and thensay "Other things happened and I cant drive the business."USA Today: Talking Tech – Coca Cola Jefferson Graham, USA TODAYOn Facebook, Coke has received over 31 million "likes," and Wendy Clark, Cokes senior vice-president of integrated marketing.ATLANTA — For years, Coca-Cola has told us that so many parts of life "go better" with the iconic soft drink. You can now addsocial media to the list as well.Coca-Cola has quietly become one of the most popular brands on Facebook, along with such pop-culture icons as Lady Gaga,Rihanna and Eminem. Coke, with its 35 million fans, is the 16th-most-popular Facebook page. Disney is No. 23.Advertising Age this week named Coke its "Marketer of the Year," citing it as an example of how small and midsize brands also"can use creative stunts and strategic partnerships to get a lot done on a smaller budget."On Facebook, Coca-Cola has received more than 35 million "likes," and Wendy Clark, Cokes senior vice president of integratedmarketing who oversees the social-media effort, says having all those fans respond to Coke is meaningful."Fans are twice as likely to consume and 10 times more likely to purchase than non-fans," she says, in an interview at Cokeheadquarters here.The emphasis on social media has clearly paid off, even though its only part of Cokes overall $2.9 billion advertising strategy forTV, radio, Internet, print advertising and billboards.Coke, the worlds largest beverage company with some 500 different drinks — soft drinks, teas, coffees, juices and water — saysits overall beverage volume is up 6% worldwide year to date; 3% for Coke alone. About 1.7 billion drinks of Coke are served dailyin cans and bottles and from vending machines.USA TODAY visited Coke here in an off-campus semi-secret (theres no Coke branding on the outside) warehouse facility less thana mile from Coke headquarters. Inside, there are no iconic red Coke logos. The one nod to its legacy: a new Coke vending machinethat offers 125 different flavor combinations of Coke, Sprite, Fanta and other company products.The interview was in a large round conference room, with Coke executives projecting Facebook and Twitter pages during theconversation. Clark gives credit to the Facebook Coke page totwo fans, Dusty Sorg and Michael Jedrzejewski, an actor and writer from Los Angeles, who started the Coca-Cola fan page onFacebook. Once the page surpassed 1 million fans, Facebook informed Coke that the page violated its rules and needed to be runby Coke, not fans.Coke decided that instead of taking it down, it would embrace the community. The two founders are clearly credited and workfor Coke now on a freelance basis.Whether members enthuse about their love of Coke and its products or blast the company, the posts stay up, Clark says. "Youcant curate that conversation," she says. "The community will curate it." (Porn and pitches for "free iPads" and the like do comedown.)Letting fans be fans on Facebook, instead of turning the page into a corporate mouthpiece, has paid off, says Jedrzejewski."People are savvy enough to know when a Facebook page is contrived and manufactured."The message for marketers: "Dont squander an opportunity with people who are passionate about their brand," says JaniceBabelfish Articles Nov 2011 Page 79
  • 80. Smithers, a senior media strategist at Covario, a San Diego firm that helps companies with their search marketing campaigns.Shes studied brands on Facebook and found that many dont communicate with their fans, dont build apps or have contests forthem, as Coke does.Jeremiah Owyang, an analyst at the Altimeter Group, says there are pluses and minuses to having such a massive Facebookfollowing.The plus is the huge audience to market to, but for smaller companies, having tens of millions following you on Facebook "couldbe a 24/7 monster that needs to be fully staffed."Coke is active on other social networks as well, including YouTube, where its videos have been viewed 33.5 million times, andTwitter, where it has 400,000 followers.The Twitterverse has had a profound impact on how Coke deals with consumer feedback.Coke monitors the questions posted on Twitter and answers all of them, Clark says. "What Twitter has done is changed ourcustomer service," she says. Clark has shifted staff, putting more folks on the Twitter response team and fewer on the phone.One of the classic marketing missteps of all time was the introduction of New Coke in the 1980s, causing a consumer backlashthat forced Coke to pull the new formulation off the market. Clark says Coke learned an important social-media lesson: Yourcustomers have control."It took 63 days for the company to put Classic Coke back. … Think about the fact that the government of Egypt was toppled infive days. Look at the difference social media has made in the world."Carolyn Everson, Facebooks vice president of global marketing, says her goal with Coke is to take the massive Facebookcommunity and "engage" it to "do something good." Coke just introduced a special white Coke can featuring images of polar bearsand is touting it on Facebook. Proceeds from sales help protect the Arctic habitat."That shows the power of Facebook and Coke to make a difference in the world," says Everson.For more information about reprints & permissions, visit our FAQs. To report corrections and clarifications, contact StandardsEditor Brent Jones. For publication consideration in the newspaper, send comments to letters@usatoday.com. Include name, phonenumber, city and state for verification. To view our corrections, go to corrections.usatoday.com.Epic Games Finds New CustomersThe graphics software used to create 3-D game environments is being adapted to create better, cheaper training tools andsimulations. By Kevin Bullis Wednesday, November 9, 2011Software frameworks known as game engines are opening up new markets for game designers and making high-qualitysimulations available to companies that otherwise couldnt afford them. With help from software based on the technology usedto create the immersive virtual worlds of video games, paramedics and firefighters are finding ways to train more effectivelyand inexpensively, and architectural firms are showing designs to clients at an unprecedented level of detail.Epic Games, based in Cary, North Carolina, was one of the earliest game developers to explore the market for its game engine inthe arena of so-called "serious gaming"—a catch-all term that refers to uses of gaming technology for non-entertainmentpurposes. Game engines perform functions such as rendering the 3-D environment of the game and coördinating sounds, objectcollisions, and the interactions between players. The current global market for game engines like Epic Games is estimated at$100 million to $200 million, says Ben Sawyer, cofounder of the Serious Game Initiative, an organization based at the WoodrowWilson International Center for Scholars that is dedicated to promoting non-entertainment uses for games.Epic Games Unreal Engine software, which is at the heart of such best-selling games as Gears of War and Batman: ArkhamAsylum, makes it simple to build a scene—say, several city blocks affected by a natural disaster—and then allow users to movearound the scene while interacting with each other and with characters that simulate people theyre likely to encounter.The technology has been used to develop health-care training programs with clients such as Duke University Medical Center andthe National Institutes of Health. A paramedic training application, for example, lets users approach the victims of a simulatedaccident, ask questions, assess a patients vital signs, and apply treatments. The technology also allows instructors to monitorand measure performance from afar. Students learn faster and remember more of what they learn, says Jerry Heneghan directorof product development for health-care simulations at Applied Research Associates. Its also an easier way to train largeBabelfish Articles Nov 2011 Page 80
  • 81. numbers of people than conventional methods in which teachers demonstrate on mannequins. "Overall, its less expensive," hesays. "You can train more people faster, so you get a fasterOn the simulation side, the architectural firm HKS used the Unreal Engine to allow owners of the Dallas Cowboys football team(and, later, members of the public) to explore designs for the new Cowboys Stadium before construction was completed in 2009.Another customer, currently undisclosed, is blending architecture visualization with first-responder training, creating a detailedmodel of streets and the interiors of major buildings. Firefighters can use the model to learn what to expect when theyre calledto specific sites. "When they go into a building, theyre not going in blind," says Jay Wilbur, vice president of product developmentat Epic Games. "They know where every door is, where every door leads to."Vital Organs: The HumanSim medical application can use Epic Games’ game engine to simulate details of clothing and humanphysiology.HumanSimThe applications of the companys game engine extend beyond serious gaming. One of the most popular ways of using EpicGames technology has been in animated movies made with the tools developed to create expository cinematic sequences invideo games.Many game engine developers were reluctant to expand into nongame markets, in part because their business model typicallyinvolved licensing their technology to other game designers in exchange for a cut of the revenue from the resulting games. Each"serious game" might be bought by only a few people with specialized needs, and animation studios wouldnt sell any games atBabelfish Articles Nov 2011 Page 81
  • 82. all, so it didnt look like much of a revenue stream. Epic was one of the first game studios to open these markets by developingnew licensing approaches that made sense for both them and their clients, says the Serious Games Initiatives Sawyer.For companies that want to develop in-house software, such as an oil company that wants to develop a simulation of an oil rigfor training, Epic Games offers yearly licenses of $2,500. The client can then use that simulation within the company free ofcharge. (Epic negotiates similar licenses for film projects.) Developers who want to build products for sale pay $99 for the licenseand then give Epic a 25 percent cut after the first $50,000 in sales. Epic also offers a free development kit for noncommercialuse; its been downloaded a million times so far. The next stage of the technology is likely to be simplification: if its easier fornonprogrammers to create training and simulation applications, game technology can be used to educate a wider group ofemployees.Gestural Interfaces Go MainstreamTaking control of computers with our hands and bodies is set to become commonplace.Tuesday, November 8, 2011 By Tom SimoniteStarting with the handheld controllers introduced by the Nintendo Wii console in 2006, gamers have been able to controlcomputers by making gestures in the air rather than with joysticks, game pads, or keyboards. Microsoft brought the technologyto the next level in 2010 with the release of the Kinect, allowing Xbox consoles to be operated without any controllers at all: armand body motions suffice. Now gestural interfaces are beginning to spread to other areas. In particular, they have the potentialto change the way consumers interact with their televisions.The first demonstrations of what gestural interfaces could offer beyond gaming came from enterprising hackers who did thingslike using a Wii controller to steer a Roomba robotic vacuum, and academic researchers like those those in Microsofts labs whoadapted the Kinect to do things such as creating a 3-D model of a users whole body. Analyst firm Markets & Markets estimatesthat the market for the hardware and software components needed to enable gesture recognition in products such as the Kinectwas worth $200 million in 2010 and will be worth $625 million by 2015.Aviad Maizels, founder of PrimeSense, the Israeli company that supplies the Kinects gesture-sensing hardware, says he is mostexcited about the potential for controlling nongaming technology in the living room. "Were really focused on the living roombecause it really needs to change," he says. Maizels points out that previous attempts to integrate computers into televisionwatching, such as Google TV, have been hamstrung by the need for complicated remote controls that often incorporate akeyboard.Early this year PrimeSense announced a partnership with the Chinese computer manufacturer Asus to make a product called WAVIXtion, a device similar to the Kinect thats intended to control a PC serving up multimedia content to a TV. Maizels says thatPrimeSense is also working on the next generation of its hardware, which is being developed with nongaming digital applicationsin mind and will support new kinds of gestural controls specifically suited for that purpose.Daniel Simpkins, founder and CEO of Hillcrest Labs, which develops motion sensing technology used by companies including LG,Broadcom, and Logitech, cites LG as the manufacturer making the greatest strides toward bringing gesture control to the livingroom. LGs Magic Motion remote control is compatible with LGs latest televisions and, thanks to Hillcrests sensor technology, hasonly a fraction as many buttons as most other remotes. A user can control the TV using gestures to interact with an on-screeninterface, moving the remote around like a Wii controller. Simpkins claims his technology provides an easier introduction togestural control both for consumers and for television manufacturers trying to incorporate the technology: "It gives familiarity topeople as they move from a world where they just push buttons on a remote," he says, "and it also allows you to pass the batonso that one person is in control." No one has yet designed an intuitive way for a PrimeSense-style system to know whichpersons movements to follow when, say, a family watches TV together.Looking further ahead, the controllerless-based approach has the potential to take gesture control far beyond the living room.The Belgian company SoftKinetic offers 3-D cameras with capabilities similar to those of the Kinect; Disney and other companieshave used them to create interactive billboard ads that let passers-by explore video clips and play games. Israeli startupEyeSight makes apps that bring simple gesture recognition to smart phones and tablets with front-facing cameras, making itpossible to dismiss a unwanted call with a hand wave.Maizels says that PrimeSenses technology could find uses in cars, too, providing a simple way to control entertainment or dealwith incoming phone calls. Improvements to the software that processes the data from the gesture-sensing hardware will makeit possible for very precise, or even subconscious, body language to be tracked. "Theres a lot more that can be extracted fromthe data we collect," he says.Babelfish Articles Nov 2011 Page 82
  • 83. Transform Your Owned Media Into A Content Networkby Paul Kontonis , Tuesday, Nov. 8, 2011Marketers are exceptional at messaging during campaigns. They start with owned media channels (brand websites, Facebookpages, YouTube channels, etc.), amplify with paid media, and then drive towards earned media engagement. But there is still thattime in between marketing campaigns where a rich vein of untapped opportunity exists for a brand. Think of owned media as acontent network -- a TV network, if you will -- where the audience is always ready to consume content if the value propositionis there.Let’s suppose that a brand has a YouTube channel populated with some fun commercials and other noncommercial content. Addto this a sizable Facebook page, a Twitter account, and a few Web sites. These assets are still regularly attracting viewers, evenafter a campaign has ended, but the brand is now in reactionary, community management mode . There is still an audiencecoming in that does not care that the brand is in between campaigns; they are expecting content.The challenge is that originating content is resource intensive and limited to addressing campaign goals. The solution is this:Marketers need to employ co-created and curated content to fill in the gaps. A smart brand will look for aspiring web TVcreators who produce content that aligns with their marketing messaging. They can then make a deal as follows: the contentcreator will still distribute their show on their own channels (YouTube, blip.tv, etc.) so that he gets credit for his video views. Butthe marketer will curate that content for their brand’s owned media channels, providing consistent content for its regularlyvisiting audience and building off of the content creator’s audience as well. It’s a win-win situation for all parties.Let’s take the TV network analogy one step further. Think of the curated content as being piloted in between campaigns. Thebrand gets a chance to see how their audience will react to the content and how they will engage with it – if they will like it, ifthey will share it. And once marketing dollars do open up for a new campaign, successfully piloted content can be greenlit - thebrand and the web series creator can now co-create new content. Because the marketer has a better idea of what to expectfrom the creator and the audience, a lot of the risk that brands fear when deciding on a new campaign has been removed.Another win for all parties.Lastly, when the brand does decide to create original content (as a part of a new campaign), they can turn to the contentcreators that they’ve already partnered with -- in this analogy, their network show -- to help distribute and promote the neworiginal content to their own audiences in a meaningful way.Owned media is the key to transforming brand into publisher. The relationship that a brand has with its audience can truly movefrom sporadic yelling to an always-on value exchange. Content will pave the way.Why Digital Talent Doesn’t Want To Work At Your CompanyBY FC Expert Blogger Aaron ShapiroThu Oct 27, 2011This blog is written by a member of our expert blogging community and expresses that experts views alone.Some digital companies are hiring--and in fact are in hot competition for certain types of employees. But you dont have to beGoogle to attract top-tier talent.Why doesnt digital talent want to work at your company? It’s not because you’re a consumer packaged goods company, ratherthan Google. It’s not because you’re in Ohio instead of Silicon Valley. It’s not because your salaries are too low, or because youBabelfish Articles Nov 2011 Page 83
  • 84. don’t offer free food and laundry services.It’s because you’re not providing them the right opportunity. The talent you want would be happy to work in an un-air-conditioned garage in New Mexico if it meant the chance to change the world.This, the opportunity to do great things, to make a real difference, is what drives most digital talent--whether they’redevelopers, designers, producers, marketers or business folks.Most companies don’t offer this, so they skip your company and work somewhere that’s more innovative and exciting. End ofstory. But the good news is that you can offer them something exciting and great. The promise of changing a giant, behind-the-times organization into an Internet-savvy business is an incredibly exciting challenge and a big way for ambitious people tomake an impact.But it takes more than lip service to make the sale. Job candidates and new hires with digital chops must truly believe in thecompany’s dedication to digital transformation and they must see that they are empowered to make this change. Trouble is,many big businesses aren’t structured to deliver on this type of opportunity. The attributes of a soul-crushing, Sisyphean, anti-digital workplace run deep.Digital talent won’t want to work at your company if:  Every element of their work will be pored over by multiple layers of bureaucracy. Even if that’s how the rest of the company operates, it can’t spill into the digital department. In a technology environment, new products and businesses spring up daily and a new endeavor can go from conception to launch in a matter of months. Reining in the momentum will be read as inaction and a clear signal the company isn’t willing to grasp the new way of the world.  Mediocre is good enough. While clocking out at 5 p.m. is attractive to some, it will discourage digital talent. They want to be expected to do something great. They want to be pushed. They care about their work. Their leadership, and those they rely on to get things done, must match their appetite for success.  Trial and error is condemned. The freedom to try out new ideas allows employees to take initiative, make decisions, and learn from their mistakes. It also demonstrates an attractive and inspiring entrepreneurial spirit.  Your company is structured so it takes a lifetime to get to the top, and as such there are no digital experts in company- wide leadership positions. Digital talent--often in their 20s and 30s--need to see a clear path for uninhibited career development that’s based on merit, not years spent, and that’s beyond the confines of the digital department. If they don’t, they won’t see a reason to stay with the company in the long term.  Your offices are cold, impersonal and downright stodgy. It may sound like it conflicts with the ―you don’t need to be in Silicon Valley point,‖ but appreciate the nuance. A traditional office layout is designed to communicate power among certain individuals and barriers between departments. This does not support the collaborative ethos which is intrinsic to the web. Companies should do everything possible to provide the digital team friendlier, open office space. A location in a hip, young neighborhood (which surely exists in every mid- to large-sized city) is also a big plus.Babelfish Articles Nov 2011 Page 84
  • 85. When all of these digital-talent deterring points are addressed, company leadership has effectively and proactivelydemonstrated the company’s dedication to a digital transformation. It is at this time that their words, a broadly communicatedfirm stance on the significance of the company’s digital goals, will make the most impact. Without this conspicuous top-downsupport, politics in the organization or simply one influential disbeliever can hinder the effort, limit the extent of digitalintegration possible, and discourage valuable employees.You need them more than they need you. Demand for their services is so high, they can afford to be finicky. If they don’t likewhere they’re working, another firm with a more attractive culture and more grand opportunity will quickly swipe them up. Thatcould be your company. But it could just as easily be someone else. Fu 10/27/2011 10:24 PM I work in Silicon Valley (founder of a venture-backed Internet startup, did Product Management for another for several years prior, have friends who work at Google/MSFT/Facebook, etc.) and this article is crass, uses sloppy reasoning and gross generalizations and paints with a brush the size of Mount Rushmore. "Digital talent" -- seriously? What does that even mean? Programmers? Designers? Programmers != Designers. They think differently from one another and get into fights at real internet companies all the time. The fact that you bundle them all in one "Digital" bucket betrays the sloppiness of this piece. Secondly, there are plenty of solid programmers who work at Goldman Sachs or NASA or Clorox, dont hate their jobs and have no hankering to work crazy startup hours. I dont believe in that ethos - after all, I live here and love startups - but I dont disrespect it. To each their own, yes?The real reason engineers like working in engineering companies over everywhere else? Theyre a profit center, not a cost center. Simple. Everything else, including the reasons in this article, is peripheral. Christine Cooper 10/27/2011 07:08 PM I MUST address Kelly with this statement "There is an absolute elitist attitude that radiates from the digital group of most large advertising and PR agencies, whether it be disregarding concrete client deadlines, setting their own business hours outside of everyone elses at the entire agency, coming to work hung over or expecting other forms of special treatment, digital needs to shape up." The focus on the Digital groups, IE your IT department network admins and other such folks isnt elitist but rather pointing out that these are NOT your programmers of days past sitting in tiny dungeons making miracles happen. Setting their own business hours is not how a Digital person would see it. Its a direct result of being up all night, working remotely from home on an unreasonable request because some sales person promised a project to be done in 24 hours instead of the actually needed 2 months. After putting in 16 hours off the clock at home on a weekend, a digital person doesnt see an issue with taking a long lunch when its slow. Or coming in two hours after everyone else because they where in the office past midnight updating your systems. Understand, being a techie means on call 24x7 for the executives and others with ranking privileged while still trying in vein to deliver some modicum of service to the rest of the minions in their respective companies. Working well into the night, holidays and weekends. When one of us disappears for a few hours, its usually to fix something for someone who is being unreasonable in their requests or a much needed cat nap after 72 hours of system updates. 23 years in the industry and I agree with every comment made by the author! BUT.. it goes beyond techies.. everyone deserves to get out of those messes. David Kaiser, PhD 10/27/2011 01:49 PM Good article, what comes up for me is that at many firms, it is customary to have enormous bureaucracies, crappy offices, no clear career path, no expectation of doing anything impotant, and risk is soundly condemned. The digital folks have the market position to declare, and enforce, that they want something better. The rest of the employee base doesnt, so they get the soul-crushing office the digitals manage to escape. Good for the digitals, and I think everyone deserves to get out of that trap. David Kaiser Executive Coach and CEO www.DarkMatterConsulting.com Jim 10/28/2011 10:19 AM As an IT Recruiter, I can tell you that if you have this type of outlook on work you will have a miserable career, even in "digital" positions. Demanding the world from your employer before proving yourself and feeling entitled to everything will ensure that you get passed over for most jobs and promotions. Pamela 10/28/2011 11:04 AM in reply to Jim Jim youve got a point in there but if employers want to avoid high churn then theyve got to acknowledge its a two-way street between employer and employee is all... jamiebronson 10/27/2011 10:58 PM This read like an advertisement for Huge. I did some fact checking: A review of their web site tells us that based on the number of open positions, they have a very hard time attracting talent too. To be precise they have almost 100 positions open which represents 25% of their entire group (according toBabelfish Articles Nov 2011 Page 85
  • 86. their own "spec sheet"). A review of comments from former employees on other sites sounds like Huge has the same challenges of any agency. Aaron Shapiro 10/28/2011 01:08 AM in reply to jamiebronson Hi Jamie. Nowhere is perfect, and HUGE is no exception, but we try very hard to make it a great place to work and a place were people can focus on doing great work without other things getting in the way. The reason we have so many job openings at the moment is actually because we are rapidly growing; weve doubled in size in 2011 alone. Lisa Robbinson Yesterday 10:19 PM Digital talent doesnt want to work at this company. It doles out rollerskating parties instead of raises and only those fresh out of school are fooled. Even they eventually realize its just like any other web shop, only without the safeguards and bureaucracy that ensure the machine runs semi-smoothly. HUGE needs to stop trying so hard to party like its 1999 and hire some grownups. Web Design Company 11/01/2011 07:02 AM I got to agree, most people want to be in a company that is either going somewhere or is creating something exciting. Unfortunately it sometimes seems to be the case that what we least enjoy about our jobs is probably the best profit generator for the company - leaning to turning out crap to pay the bills Ash Nallawalla 10/29/2011 07:04 PM Great article and great comments. Its isnt possible for anyone to have worked at a few thousand workplaces and cover every point, so some of the nit-pickers are missing the mark. Another reason why talent doesnt want to work at your company is the quality of management. I dont see it these days but in the 1990s I worked in environments where managers were bullies and staff used to leave in droves. Do they still exist? Pete Rory 10/29/2011 11:08 AM It seems to me that this essay makes some basic incorrect assumptions. Namely, "Everyone in my field is like me" and especially "Everyone in my field wants to make the world a better place." Both of these things are untrue for 99% of fields and 99.99% of jobs in the for-profit world. By way of personal anecdote, I went to a big time techie college and have a lot of big time techie friends and the vast majority of them ("digital talent," whatever that means) do it because of the money and the perks and the status. In other words, they dont want to work for your company because, in fact, you arent Google. The essay goes on to list a bunch of totally generic bullet points that are reasons anyone in any field wouldnt want to work for any given company. So, this is an okay and very general overview of why you should find talented employees and give them opportunities to do good work. But please dont fool yourself into thinking that people in any given job are doing it because they want to "make a difference." That is vague and meaningless and ultimately not really true. Aidan Garza 10/28/2011 02:57 PM This doesnt just apply to "Digital-Talent". If you go up another 10,000 feet, it really applies to innovative people in general; however, given the nature of the world today, innovation is most-often associated with technology. So, I completely agree with the points made in this article, but I dont consider myself a "techie" and they still apply to me and my company because I do consider myself an innovative thinker. gary johnson 10/28/2011 01:48 PM What utter drivel. Allison 10/28/2011 12:48 PM This article sums up a lot of problems in our industry. I work as a front end developer for a super large company; part of my job involves coordinating front end work provided by a smaller, creative company who also did the design work for the project we are involved with. They have awesome creative techs who its my pleasure to work with, but the attitude can be horrible. We are working on an application deployed to hundreds of thousands of users, with data pulled from many different streams. Our creative tech partners arent interested in supporting legacy browsers (whichBabelfish Articles Nov 2011 Page 86
  • 87. our users have), are out right rude to in-house java side developers, do not care to spend any time whatsoever on understanding documentation, basically freak out when a tester contacts them for any defects, etc. They want to do the fun part, and walk away from the rest. I am contacted by recruiters all of the time, usually promoting the "fun" work atmosphere of their clients. I am on the older side of this industry at a dusty 36, but to me "cool office" translates to "we want you to work 12 hours a day." I really dont need beer pong partners that badly. I just wish this whole industry would grow up a little. We could contribute so much more to much bigger projects if time was taken to understand, appreciate and respect everyones roles. Stop worrying about if you can bring your dog to work, and focus on the actual work. No one likes a bureaucracy, but one man silos dont build large scale applications. I want to work on big things that reach lots of people. Being part of a start up isnt the only way to accomplish that. I am sick of getting calls for "javascript ninja" or (gasp) a "front end stud". That happened. What is going to happen to our industry when 10 or 20 years? Joe Michaels 10/28/2011 11:48 AM I could NOT agree more. You absolutely NAILED it, Aaron! And, yes...it IS true for marketing and promotions people as well. I conceived a low-cost, scalable system that can make any company (and, especially, nonprofits) the absolute KINGS of their markets. But, in all but one case, bureaucracies have prevented its implementation. Mediocrity is the new black. Blain Rempel 10/28/2011 11:02 AM I struggled with this article, because in many ways it is "bang on", but it many of the same ways it is completely wrong or irrelevant. Firstly, "digital talent" is not special, unique and different as much as every "my area of expertise" would like to believe about themselves. ALL people want to feel valued and that they are contributing in some ways, although to some, "valued and contributing" IS just showing up each day and getting paid. LOTS of talented people arent interested in "changing the world" - they just want to put their talents to work. Conversely, there are many (most?) jobs that arent going to change the world. Heres a news flash for some of you; even some of the most mundane jobs require dedication and talent and even some of the most mundane products or features require talent - there are very few (relatively speaking) opportunities to participate in truly "change the world" types of work and I need all of my staff to put their talents to effective use regardless of what it is theyre working on. Id like to pretend that everything we do is exciting and world-changing, but it isnt, and I need the boring routine stuff to be just as good as interesting and exciting work. There are also many times when "pouring over work by multiple layers of bureaucracy" or "condemning trial-and-error" is needed - there are times when I need something to be rock-solid and bullet-proof and I need multiple areas to "sign off" on it because the risk of being wrong is too great. Is that stifling and "soul-crushing"? Sure, but were out of business if we get some of this stuff wrong. None of us have to like that, but we do have to accept that reality. What many of these types of articles fail to recognize is that first and foremost were a business; we provide products and services our clients value and will pay for and I need to do that in a way that costs less than what I can charge. And I like to have some margin of safety between my expenses and revenue, because I want to be able to provide a reasonable level of stability to my team. So that sometimes means we do things in ways that are "conservative", because whether my teams are doing exciting work or not, they want to know they have a place to work tomorrow and that theyre going to get paid. So, the article raises many good points, in isolation, but maybe not with as many "easy answers" as wed like. At least that is my experience. Pete Rory 10/29/2011 11:10 AM in reply to Blain Rempel I totally agree with your entire comment. Pamela 10/28/2011 09:17 AM Ok, the bucket term digital talent might not be the right label here but this article lists some of the exact reasons Ive moved on from jobs before. I want to keep enjoying what I do, I want do well, push the boundaries, and always look ahead and I want to work for companies who want the same things. Thats why I dont work at huge, clunky traditional organisations anymore. Is this a Gen Y thing? phil herzog 10/28/2011 09:12 AM Superb article...should be read and re-read by every hiring manager of creative talent. PH Joe Diorio 10/28/2011 09:06 AM The roadblocks to finding happy employees that you list apply in all fields. The world is not perfect, and neither is just about any job - regardless of what type of work it is. Buck up. Rob 10/28/2011 08:30 AM Well, if your company has old school monitors as the one depicted in the picture, its no wonder he has sucha grimace on his face. Who wants to work with crappy ol equipment that the company picked up at the recycle bin? Look at that cube - its not even a bone-ified cubicle! No open-concept window seat, with a bar-cafeteria with large screen tvs, above a coffee shop? Forget it. Give me basements grunge with black-ops equip, or give meBabelfish Articles Nov 2011 Page 87
  • 88. glitz. Dont dare stick me in a psuedo-cube. lschlegel 10/28/2011 08:16 AM Yes! Aaron is damn near perfect in his assessment of realities and challenges of digital talent in "old world" companies. Dont hate. I live this reality daily...but, not for long. Marc Baas 10/28/2011 06:16 AM I have been working in the ICT and software development for almost 2 decades now, and I have to disagree with this article. It is very simple when it comes to work: people want to go to work happy. They want to have fun, be challenged in a healthy way, have little stress, and the proper tools and environment to do their work in. These days the biggest problem is that employers generally do not want to provide that. They want the best technician for the least money. That boat does not flow. That best technician knows very well what he/she is worth and will not accept mediocrity. They will not accept a low pay, and rightly so. Talent, skills and willingness to work and sacrifice should be rewarded. Trying to lure technicians with the great opportunity will not cut it. They have had tons of those, then got laid off because the company went bankrupt, or the cousin of the boss took the job, or that great client walked out, or whatever. Professionals in general are willing to invest into a company as long as the company is willing to invest in them, long term. People want stability in work, in pay. They have bills to pay, they have food to buy, gas to put in their cars, etc. Life, like it or not, evolves around these basic necessities. If those are not met, you can offer whatever you want, no one will be interested. Also, opportunities are usually vague promises. Unless you, as an employer, are willing to formally commit yourself to those and put them in writing, it is nothing more but some vague promise. People know that. If you pay well, provide a healthy, fun, and a healthy challenging environment, then people will come to work at your company. The opportunity should be part of the environment, not some slogan to try to get people to work with you. If you add to that, like my colleague just now pointed out, the absolutely horrendous performance of recruiters who are mostly after making quick wins instead of proper matches between candidates and companies, also contributes to this a lot. I cannot count the recruiting agencies that I showed the door because they time after time proved to be incapable of even remotely understanding what kind of staff I was looking for. For that matter, internal recruiters always work best because they understand better what the company needs. Josh Isaacson 10/28/2011 03:46 AM This article nails it right on the head. I could not agree with you more Mr. Shapiro. I am also a fan of your company as well. Us digital people dont like places that do not appreciate the very young minds that drive their business and business models. Im sorry to say but the time has come for Generation Y to take its rightful place in shaping the world to our liking now. We want action. We want to see resolve. We want to change the world! At the end of the day Generation Y invented some of the day to day communication services that are used today. I mean Facebook and YouTube are prime examples of how we have already impacted society and the world! Just food for thought. Aaron Shapiro 10/28/2011 10:54 AM in reply to Josh Isaacson Thanks Josh! Kim Hartmann 10/28/2011 01:56 AM "Trial and error is condemned." Have a look at the growth rate of any company and youll get a pretty good idea if it encourages employees to participate strategically within the business development. Executive lifestyle has changed. There was a time when the boss could do the job by saying yes or no and employees made it happen. Now its a tough job for the successful boss to pave the way internally so the employees can progress without restrains.Theres a shift from whos working for who! Brian Valentine 10/27/2011 10:52 PM Great article, The clear carerr path I believe is dull highlight in many companies, not willing to commit to talent for the long term. Iancu 10/27/2011 09:06 PM In Mechanical Engineering is the same problem (at least lately). Because the job market is the way it is, a lot of mechanical engineers are happy to get a job, any job. All mechanisms designs, for instance, require a lot of creativity but there are very few companies that appreciate creativity, because many people that are the decision maker do not know what creativity is, or if they do their hands are tight. The bureaucracy is the boss in a lot of companies nowadays. The chances to be hired for your creativity and to be let use it, is higher in small companies, I assume. Aurora 10/27/2011 07:24 PM From mackenzie p: "As a current freelance motion graphics designer who was once employed by a "production house", you would think that all of the pre-requisitesBabelfish Articles Nov 2011 Page 88
  • 89. would be there to attract digital talent. The space was very attractive...open and airy with cool features. Fellow creatives were young and fun, and other than designs needing to pass client muster, there was a fair level of internal "design autonomy". " So having a "young" workforce is one of the prerequisites for attracting digital talent? Mary Kay Lofurno 10/27/2011 06:52 PM all good points..what I would add is that what we do impacts the bottom line. We have data and can demonstrate it. We are very entrepreneurial. Jobs where we dont have a view to or a way to directly impact it...not interested.. Sandy Klein 10/27/2011 06:51 PM We strive to provide all that and then some for every employee, not just the digital ones....perhaps digitals can be at the forefront and encourage others to reach beyond their potential. Our expectations are high, because we want to make sure our clients are successful. Its a culture, a complete team atmosphere. Digitals are on the cutting edge of what agencies provide - be part of the movement, not singled out.... Kelly 10/27/2011 06:09 PM Coming from a background of working at of the largest public relations agencies around the globe, I cant help but disagree with the way this article simply focuses on digital talent. There is an absolute elitist attitude that radiates from the digital group of most large advertising and PR agencies, whether it be disregarding concrete client deadlines, setting their own business hours outside of everyone elses at the entire agency, coming to work hung over or expecting other forms of special treatment, digital needs to shape up. While I in no way disregard the ever-increasing significance that social and digital media is playing in the industry, those in digital groups need to recognize that they cannot simply have an attitude of the rules apply to everyone but me. This article is nothing more than an example of just that. Tze-chiu Lei 10/27/2011 10:27 PM in reply to Kelly Kelly, what other focus are you suggesting? Show me a missed concrete deadline, and Ill show you a timeline negotiation thats excluded the digital group. Show me irregular business hours, and Ill show you the previous 2-3 18-hr days worked to meet a deadline that some non-technical type committed to. I dont know what you mean by special treatment, but Ive never made any special requests at work, nor have I known any other technical colleague whos done so. If you think on-time delivery is the rule for digital types to follow, then I must interject that this has very little to do with doing GREAT work. Just buy version 1.0 of any software. The way projects are rolled out on-time is often by relegating known issues to post-rollout fixes [that famous v.1.1 software patch]. Id much rather have the time to sanely fix them before the product goes out the door, but no one ever includes me in timeline negotiations. As far as regular hours go though, Id be more than glad to follow that rule, as long as I can clock out at 5pm and unplug my phone. Just dont bother calling me at midnight if your live site goes down! mackenzie p 10/27/2011 06:03 PM Interesting. As a current freelance motion graphics designer who was once employed by a "production house", you would think that all of the pre- requisites would be there to attract digital talent. The space was very attractive...open and airy with cool features. Fellow creatives were young and fun, and other than designs needing to pass client muster, there was a fair level of internal "design autonomy". On the surface, it was very attractive. Where this company failed its talent, however, was in the budgeting game. Account execs would slash design budgets to make the overall budget more attractive to clients. Producers, being held to these budgets by the non-creative accounting group, would insist on the best design, while at the same time begging the designer to under report-hours. Art directors would be cross examined by nervous producers who didnt believe realistic creative budgets. It all rolled downhill to the digital talent that was expected to produce at a high level while reporting few hours. The creative process suffered because execs didnt understand the creative process. It became a very stifling place to work... ScottV 10/27/2011 04:51 PM Good article and that was exactly what happen to me. I spent 12 years as a Systems Engineer for one of the worlds largest financial institutions, in the end they made it impossible to innovate and initiate any meaningful change. I left and went to one of the worlds largest BioTech company, they preached technology, collaboration, innovation but after a year I realized that the corporate structure and management culture were no different then the big bank. Now I found myself in a small and fast growing Cloud Hosting company and I could not be happier. All of the positive things you speak of in the article I now have, I did take less pay and more hours to come here but the possibilities are endless. Brear 10/27/2011 04:49 PM Great article and one ive tried to write a number of times and have experienced at a number of large companies. Liked it so much ive bought the book!Babelfish Articles Nov 2011 Page 89
  • 90. Aaron Shapiro 10/27/2011 06:00 PM in reply to Brear Thanks! Hope you enjoy it. verbatim 10/27/2011 03:48 PM I just started working at a web design / marketing shop in NYC. What you said is true: I work on interesting projects; I get to contribute my ideas; I can work from home whenever I want; leadership wants us to kick @$$ and push boundaries. michellegirlie 10/27/2011 01:23 PM traditional office layout is designed to communicate power among certain individuals and barriers between departments. This does not support the collaborative ethos which is intrinsic to the web. Companies should do everything possible to provide the digital team friendlier, open office space. A location in a hip, young neighborhood (which surely exists in every mid- to large-sized city) make $85/hour on the computer. like my sister sherry has been without a job for 7 months but last month her check was $7330 just working on the computer for a few hours. I started 5 days ago and am doing great! Read about it here: lazycash5.c@m(replace @ with letter o) Eric Rice 10/27/2011 12:17 PM The tone here is a little disturbing coming from an employer, and I think you miss a couple of key aspects about "digital talent" (which is itself a fairly stodgy descriptor): "The talent you want would be happy to work in an un-air-conditioned garage in New Mexico if it meant the chance to change the world." Kindof. Engineers and programmers in general are under-appreciated in many corporate environments and they know it. The appeal of a place like Google is that you can solve interesting problems in a nice environment. The problem of "cold, impersonal and downright stodgy" offices plays here, too ... creative people who want to change the world will relate better to interesting and comfortable work spaces that they can have some control over, which doesnt necessarily translate to "no cubes" but to an overall office culture that is more casual and allows more free flow of thought. Most of your points are good, but Id like to point out the common theme that got lost in the trees: these people want to work in a friendly, casual environment that allows them to be creative and rewards them when their creativity is successful. When they feel like theyre solving interesting problems, theyll work harder than anyone else in the company, but once they run up against corporate policies like dress codes and clock-punching, theyll fizzle fast because theyll be forced to spend their energy figuring out how to dress differently or wake up earlier rather than how to solve your problems. Some people will fit into the corporate culture easily, and others will fight it their entire career. Tze-chiu Lei 10/27/2011 11:21 PM in reply to Eric Rice Corporate policies are set by EXECUTIVES, and you know, those Goldman Sachs suits who made companies bankrupt, get multi-million-dollar bonuses, and leave ME THE TAXPAYER to pick up the pieces? Not a bad scam! Executives seems to do a lot of leading by setting policies, but Ive seen very few lead by becoming a good example. Ive heard horror stories from fellow developers who said some deadlines are set actually as wagers between execs at the country club, instead of consulting the developers who actually do the work. Ive seen too many project kickoff meetings where analysts and development leads have poured hours into prepping documentation for the mtgs, only to have the TOP EXECS show up without reading a single line. They make some off-the-cuff decisions as a result, and end up reversing them after project work has started, causing weeks of development rework. When the deadline is missed, guess who gets the blame? NOT the exec who caused the delay because he neglected to do his homework and didnt do his job as a responsible leader who we rely on to make INFORMED decisions, but the developers who never even had a voice in setting the deadline in the first place! So, you shouldnt be surprised if I dont subscribe to your old-school corporate culture. No thanks, you can keep it to yourself. The execs Ill dedicate myself to will be the ones who are firmly in the NEW corporate culture, where MERIT is the rule, not mere appearances of good work like dress-codes or 9-5 work schedules. Tera DeMerchant 10/27/2011 02:26 PM in reply to Eric Rice Extremely well said. David Kaiser, PhD 10/27/2011 01:54 PM in reply to Eric Rice That kind of coroprate culture, with dress codes, clock-punching, cubes, and corporate policies are dying, as more companies move to virtual work, more (offsite) consultants and contractors, results only work environments, and more human friendly approaches to business. About dang time, too. Yuck. It was based on an outdated military model of control and compliance that the military itself moved away from decades ago. David KaiserBabelfish Articles Nov 2011 Page 90
  • 91. Executive Coach and CEO www.DarkMatterConsulting.comThe One Chart You Need To See To Understand MobilePascal-Emmanuel Gobry | Nov. 7, 2011, 6:30 AM | 8,920 | 7 Image: AsymcoComScore has data out on the US phone market and Asymco breaks them down, including this great chart at right on theevolution of the US phone platform install base.It highlights a few key points, some of which are already known, but some of which dont get talked about enough:  The Blue Ocean is still HUGE. For all that we (justifiably, more on which below) talk about who among Apple, Google, RIM, Microsoft et al. is winning in smartphones, the biggest opportunity remains the Blue Ocean of getting smartphones in the hands of non-smartphone users. (This is true of the US, but also very true of developing markets where the shift to mobile is enormous.)  In turn, this means the game is far from over. Given that most of the market is still a blue ocean, the opportunity for newcomers is great. Particularly for platforms with lots of resources and distribution, i.e. the Microsoft-Nokia duo.  Holy cow, Android! With all these caveats out of the way—the other thing that jumps out is how big and how fast growing Android is. Googles open-source, broad distribution strategy is textbook disruptive innovation, and at least so far, seems to be working just like it should: i.e., it is eating the market.  Yes, Apple should be worried; but no, its not over, far from it. First of all, Apple is huge and still growing very nicely. Second of all, because the mobile wars are platform wars, smartphone marketshare undercounts iOS marketshare because of the enormous successes of the iPad and iPod Touch, which arent phones but are still mobile iOS devices. And thirdly, this chart doesnt count the two big potential gamechangers Apple has recently introduced: the iPhone 4S, which looks like an excellent device and could be a record-breaking seller; and, less flashy but at least as important, the FREE iPhone 3GS, which allows Apple to have an offering for the bottom of the market and be competitive with Android. How these devices perform could make things look very different three months from now.Babelfish Articles Nov 2011 Page 91
  • 92. Four Destructive Myths Most Companies Still Live ByMyth #1: Multitasking is critical in a world of infinite demand.This myth is based on the assumption that human beings are capable of doing two cognitive tasks at the same time. Were not.Instead, we learn to move rapidly between tasks. When were doing one, were actually not even aware of the other.If youre on a conference call, for example, and you turn your attention to an incoming email, youre missing whats happening onthe call as long as youre checking your email. Equally important, youre incurring something called "switching time." Thats thetime it takes to shift from one cognitive activity to another.On average, according to researcher David Meyer, switching time increases the amount of time it takes to finish the primary taskyou were working on by an average of 25 percent. In short, juggling activities is incredibly inefficient.Difficult as it is to focus in the face of the endless distractions we all now face, its far and away the most effective way to getwork done. The worst thing you can do as a boss is to insist that your people constantly check their email.Myth #2: A little bit of anxiety helps us perform better.Think for a moment about how you feel when youre performing at your best. What adjectives come to mind? Almost invariablytheyre positive ones. Anxiety may be a source of energy, and even motivation, but it comes with significant costs.The more anxious we feel, the less clearly and imaginatively we think, and the more reactive and impulsive we become. Thatsnot good for you, and it also has huge implications if youre in a supervisory role.As a boss, your energy has a disproportionate impact on those you lead, by virtue of your authority. Put bluntly, any time yourbehavior increases someones anxiety — or prompts any negative emotions, for that matter — theyre less likely to performeffectively.The more positive your energy is, the more positive their energy is likely to be, and the better the likely outcome.Myth #3: Creativity is genetically inherited, and its impossible to teach.In a global economy characterized by unprecedented competitiveness and constant change, nearly every CEO hungers for waysto drive more innovation. Unfortunately, most CEOs dont think of themselves as creative, and they share with the rest of us adeeply ingrained belief that creativity is mostly inborn and magical.Ironically, researchers have developed a surprising degree of consensus about the stages of creativity and how to approachthem. Our educational system and most company cultures favor reward the rational, analytic, deductive left hemisphere thinking.We pay scant attention to intentionally cultivating the more visual, intuitive, big picture capacities of the right hemisphere.As it turns out, the creative process moves back and forth between left and right hemisphere dominance. Creativity is actuallyabout using the whole brain more flexibly. This process unfolds in a far more systematic — and teachable — way than weordinarily imagine. People can quickly learn to access the hemisphere of the brain that serves them best at each stage of thecreative process — and to generate truly original ideas.Myth #4: The best way to get more work done is to work longer hours.No single myth is more destructive to employers and employees than this one. The reason is that were not designed to operatelike computers — at high speeds, continuously, for long periods of time.Instead, human beings are designed to pulse intermittently between spending and renewing energy. Great performers — andenlightened leaders — recognize that its not the number of hours people work that determines the value they create, but ratherthe energy they bring to whatever hours they work.Rather than systematically burning down our reservoir of energy as the day wears on, as most of us do, intermittent renewalmakes it possible to keep our energy steady all day long. Strategically alternating periods of intense focus with intermittentrenewal, at least every 90 minutes, makes it possible to get more done, in less time, more sustainably.Want to test the assumption? Choose the most challenging task on your agenda before you go to sleep each night over the nextweek. Set aside 60 to 90 minutes at the start of the following day to focus on the activity youve chosen.Choose a designated start and stop time, and do your best to allow no interruptions. (It helps to turn off your email.) Succeed andit will almost surely be your most productive period of the day. When youre done, reward yourself by taking a true renewalbreak.Babelfish Articles Nov 2011 Page 92
  • 93. Como afinar uma orquestra digitalHenrique de Castro, VP do Google para móvel, mídia e plataformas, escreveu artigo sobre vídeos digitais04 de Novembro de 2011 • 20:21Henrique de Castro, VP do Google para móvel, mídia e plataformas Crédito: Christian von AmelO vídeo, mais uma vez, encontrou seu caminho para ser o centro das estratégias de comunicação. O Cinema e a TV já haviamconsagrado a imagem em movimento como a mais poderosa das ferramentas de comunicação. Mas a pulverização de veículosimpressos, outdors e a mais recentemente a profusão de canais na web fragmentaram a atenção do público de tal forma que,para se obter sucesso em uma campanha publicitária era preciso multiplicar os investimentos em diversas frentes, nem sempretrabalhando de forma harmônica ou com objetivos comuns.Finalmente, com a popularização do video digital na Web, vimos renascer seu impacto na publicidade. Com de compartilhamentodas redes sociais, a viralização de campanhas se torna algo cada vez mais comum. Por dia, cerca de 300 horas de vídeo são vistaspor usuários no Facebook, e aproximadamente 600 vídeos são compartilhados pelo Twitter a cada minuto.Essa viralidade é um dos motivos que transforma o vídeo um recurso central da publicidade. Seja online ou offline (TV ouinternet), é uma linguagem perfeita para atingir o usuário. Vivemos uma videocracia, em que o vídeo perpassa todas asplataformas digitais e exige campanhas orquestradas. Para as agências, é a época de um novo media mix, onde o vídeo permeiatodas as plataformas.Agora, adicione a este ambiente a mobilidade. Para quem ainda não acredita que os dispositivos móveis passaram de tendênciapara realidade, aqui vai um dado: a quantidade de smartphones Androids que são ativados diariamente é de cerca de 550 mil,ainda parece pouco? Compare esse fato com outro índice: por dia, nascem 490 mil bebês em média. A interação do usuário com oconteúdo atingiu um outro nível – ele está conectado o tempo inteiro, em casa, no trabalho ou viajando.Essa nova realidade exige que os anunciantes tenham em mente que sua estratégia de publicidade precisa ir além de açõespontuais. Antes algumas inserções na TV resolviam, agora é preciso utilizar inteligentemente cada uma das mídias. É necessárioorquestrar os esforços em ações integradas entre celulares e tablets, vídeos online, redes sociais e, claro, televisão. Esse novomix, que permite alcance e resultados únicos, ainda depende de um fator que continua fundamental – a criatividade. O usuário jávive uma realidade digital, em que todas as experiências são sociais. O desafio é alcançá-lo e conquistá-lo, seja por um viral oupor um comercial de 30 segundos na TV.Marketer of the Year: Coca-ColaNot Too Big or Too Staid to Innovate, Beverage Giant Earns Top HonorBy: Natalie Zmuda Published: November 07, 2011In its 125 years, Coca-Cola has been one of the worlds most dependably good marketers. But there have been rougher times, asJoe Tripodi isnt afraid to admit."We honestly believe that the company, probably 10 years ago, lost its way through arrogance, hubris," said the chief marketingand commercial officer at Coca-Cola.Babelfish Articles Nov 2011 Page 93
  • 94. In mid-2007, as Mr. Tripodi was leaving a successful run at Allstate for the beverage giant, his challenges as outlined by Ad Ageat the time included: reverse Cokes perception as a sluggish, hidebound marketer; find some consistency with its advertising --and agencies; and reduce its dependence on its flagship drink.Today, with a team of both relative newcomers and company veterans, including lieutenant Wendy Clark, senior VP-integratedmarketing communications and capabilities, Coca-Cola is it again. Its a marketing model not just for mega multinationals lookingto share best practices from around the world but also a case study for how upstart and mid-size brands, of which Coca-Cola hasamassed many, can use creative stunts and strategic partnerships to get a lot done on a smaller budget.And 2011 was a year for the record books.Diet Coke bypassed Pepsi to become the countrys No. 2 soda brand, under the leadership of Katie Bayne, president-generalmanager sparkling beverages, and Beatriz Perez, former CMO-Coca-Cola North America and the companys current chiefsustainability officer. The company added not one, but two billion-dollar brands with Del Valle and Minute Maid Pulpy -- thelatter, born in China, is the companys first billion-dollar brand to have launched in an emerging market. Coca-Cola toppedInterbrands most-valuable global brands list for the 12th year. And the companys flagship brand demonstrated that it only getsbetter with age: Coke is leading the companys growth, with volume up 3% worldwide year-to-date."Because of the scale and size of Coca-Cola, we have to have a culture that encourages us to share the learnings and failures, thegood, the bad and the ugly," said Mr. Tripodi. "Weve got a team of people around the world that is less concerned with gettingcredit and more concerned with getting behind a great idea."There have been plenty of those this year. Fantas volume is up 3% year-to-date on the heels of "Less Serious," a global campaignsteered by Jonathan Mildenhall, VP-global advertising strategy and content, that runs in 190 countries. Minute Maids quirky"Wake Up Your MMOJO" campaign from Doner took orange juice beyond the breakfast table, attracting men and young adults. DietCoke teamed with StyleCaster, introduced a fashionable limited-edition can and launched new 15-second spots -- all part of abeefed-up marketing calendar, as Alison Lewis, senior-VP North America marketing, looks to keep the soda in its No. 2 slot.And a new global teen-focused campaign, Coca-Cola Music, kicked off with "24hr Session," which saw Maroon 5 hole up in aLondon studio to create a new original song. Shay Drohan, senior-VP sparkling brands, has taken that campaign to more than 130markets.But that doesnt mean smaller brands have been forgotten. A tongue-in-cheek online video, from agency Zambezi, featuredJennifer Aniston promoting Smartwater and went viral, grabbing nearly 10 million views on YouTube. Fuze got a nod with its firstTV campaign, handled by Amalgamated.Coca-Colas agencies include Wieden & Kennedy, which handles Coke and Diet Coke; Crispin Porter & Bogusky, which works onCoke Zero and Vitaminwater; and Ogilvy & Mather, which is working on the first ad push for Coca-Cola Freestyle and also handlesFanta.Mr. Tripodi said the company has gotten sharper about how it thinks about its portfolio and portfolio management, a necessitygiven theres more than a dozen ready-to-drink non-alcoholic beverage categories it can play in. "We dont try to apply the samemass-marketing, big-brand model against [smaller brands]. Our whole thinking there is around doing things in an innovative anddifferent way that takes a smaller budget and amplifies it," he said. "Were training our marketers and our community -- dontjust say "I cant be successful with this small brand, because I dont have a big budget. Thats nonsense."Babelfish Articles Nov 2011 Page 94
  • 95. Coca-Cola is also innovating in food service, with the introduction of Coca-Cola Freestyle, which snagged its first major nationalaccounts this year. Using micro-dosing technology, the next-generation soda fountain serves up 125 different flavors of softdrinks, flavored waters, sports drinks and lemonades and sends usage data, such as what flavors are most popular at what timesof the day, to Coca-Cola headquarters.The futuristic Freestyle is just one example of how Coca-Cola continues to set the agenda. The company attracted attention withits competitive review for a social-media listening agency. And it turned heads by taking a minority interest in Music Dealers tohelp it discover and license music from popular bands around the globe.Most recently, the company teamed up with Leo Burnett to turn more than 1.4 billion Coke cans white to raise awareness andfunding for the World Wildlife Funds polar-bear conservation efforts. Pio Schunker, senior VP-integrated marketing platforms, isensuring its one of the companys most-integrated efforts ever.All of these efforts are examples of the way the company is coalescing around managements 2020 Vision, which involvesdoubling system revenue and more than doubling servings to some 3 billion per day. Its a daunting goal, considering thecompany wants to do in just over 10 years what it took nearly 125 years to accomplish.Mr. Tripodi says the companys ability to innovate the product, the packaging and consumer engagement are what will get Coca-Cola there. "It gives you some air cover, when youre doing well, to try things, be bold, be disruptive," he said. "It all ladders up toa thought process that says [our 2020 Vision] is very achievable, if we stay disciplined and focused."Digital Fitness Is Latest Craze in Building up Your Marketing RanksCFO, Sales, Legal and PR Must All Understand Digital Marketing -- Not Just the CMOBy: Natalie Zmuda Published: November 07, 2011Rifle through the average persons gym bag (if you dare) and youre likely to turn up exercise clothes, towels and energy bars. Gothrough Bonin Boughs, and youll uncover 3-D phones, a variety of tablets, Apple TV, Nintendo DS and a Slingbox.Bonin Bough, PepsiMr. Bough, director-digital and social media at PepsiCo, is a believer in digital fitness, and like any athlete running a competitiverace, wants his team to be prepared by training with and understanding the tools of their craft. Hes emblematic of an era whenconsumers have better technology in their pocket than the average executive has in their office, and marketers such as PepsisMr. Bough and Adobes Ann Lewnes are becoming increasingly responsible for getting their organizations up to speed."Society is becoming 100% digital and most organizations are not 100% digital," said Mr. Bough. "Theres a gap, and we have towork relentlessly to close that gap. Weve looked for a way to describe it, and thats fitness. You cant just work out once."PepsiCo has gone so far as to create a "digital fitness" boot camp. Other marketers have turned to their agencies to build outformal education programs of their own. Digital shop 360i launched an education center, 360iU, earlier this year and recruitedMark Avnet as its dean. Mr. Avnet had been a professor and chair of the creative technology track at Virginia CommonwealthUniversitys Brandcenter.For many marketers, one of the key challenges of digital marketing is educating executives. Its one thing for the chief marketingofficer and a core group of lieutenants to understand the ins and outs of mobile marketing, social media and digital startups. Butits just as important for the chief financial officer, chief sales officer, legal team and public-relations team, among others, tounderstand aspects of digital marketing.Babelfish Articles Nov 2011 Page 95
  • 96. "As we look at where our customers are going in the future, [we realize] everything from supply chain to sales needs tounderstand how to operate in this digital world. And its going to happen really quickly. Its not 20 years out, its four years out,"said Mr. Bough. "Most organizations are going to go through a pretty massive rescaling, asking "How do we make sure everybodycan apply [technology] to their part of the business?"No sweaty towels in this Digital Fitness gym bag.Pepsis program includes a series of online classes, as well as some experiential sessions. An experiential session could involveputting a dozen or more tablets on a table and then demonstrating how mom, the kids and competitors are using them. This iswhere Mr. Boughs "gym bag" of digital goodies comes into play—he lets other executives borrow and experiment with itscontents. In the coming months, he hopes to begin conducting classroom training for various internal groups as well.At Adobe, Ann Lewnes, senior VP-global marketing, has led the charge toward digital, to the point where it now commands 74% ofthe companys marketing budget. But that "extreme" shift hasnt been easy, requiring plenty of hand-holding. "Marketing todayhas two roles; one is to educate," she said. "You need to be able to explain why search is going to be more valuable than perhapsa live event. And in some markets and regions outside the U.S., theres more resistance."During a recent panel about mobile marketing, hosted by the Association of National Advertisers and moderated by Ad Age,executives from HP, Wal-Mart and Coca-Cola discussed the dramatic shift taking place among consumers and inside theirorganizations."We dont have muscle memory on this," said Wendy Clark, Coca-Colas senior VP-integrated marketing communications andcapabilities, during the panel. "Theyve been making TV spots for years. Mobile is a couple years old. When you go up the ranks inour company, this is entirely new. The people who are doing mobile programs are the guys in flip-flops. There is a very bigcultural shift."360iU has been helping its clients to tackle that cultural shift with tailored training sessions and, occasionally, one-on-onecoaching sessions with C-suite execs. The agency, which counts Coca-Cola, JCPenney and Kraft among its clients, has also workedmore broadly with customer service and legal teams. Clients can even invite customers -- such as grocery retailers, if its apackaged-foods client -- to workshops or seminars."You have to think through the entire food chain, whoever is in your four walls, but also your customers -- the Walmarts orKrogers -- because its in your best interest," said Sarah Hofstetter, senior VP-brand strategy at 360i. "Whats interesting aboutdigital is its a mind-set, not just a media channel."Ms. Hofstetter offered the legal department as an example. "Social-media education for legal is wonderful and very necessary,"she said. "Its not just about allocating dollars and getting contracts signed. What if legal isnt comfortable with you retweeting?If you have to get retweet approval every time, youre not going to be particularly effective."But not all execs are going to become adept tweeters or suddenly take an interest in the ins and outs of Android vs. Appleoperating systems. And, at the end of the day, TV or radio or magazines are still media thats infinitely more familiar to themajority of C-suite executives."Ideally, wed like all of our executives to participate [in social media] and some of them do," Ms. Lewnes said. "But you have toreally want to do it. The reluctant tweeter isnt a good tweeter, because theres no authenticity. I feel the same way aboutFacebook or LinkedIn or anything else."Babelfish Articles Nov 2011 Page 96
  • 97. RSS feed of comments Comments Jeff Greenhouse New York, NY # 1 - Nov 07, 2011 7:30 AM As these kinds of programs spread across the industry (especially into the mid-size businesses), you have to wonder if it will accelerate the shift of advertising spend to digital media. When I hear people complain about their digital budgets vs traditional ones, the number one explanation I hear is that the top executives dont understand or fully appreciate the digital space. Maybe this is the solution. www.JeffGreenhouse.com | www.Twitter.com/JeffGreenhouse 0 Reply Robert Hallock Baltimore, MD # 2 - Nov 07, 2011 9:03 AM We at Wellness Layers have found that a well-designed diet or fitness site can help people stick with their behavioral change programs at least twice as long as they normally would. They key is delivering real value to the consumer through well designed tools with an elegant user interface. We also recommend integrating these tools with social media to achieve robust peer support. 0 Reply MIKE LAUBER GNADENHUTTEN, OH # 3 - Nov 07, 2011 10:36 AM This reminds me of that book, "All Employees Are Marketers" by Richard Parks Cordock from a couple years ago. It also calls to mind the days when Detroit automaker execs all drove their cars but had them gassed, tuned and cared for daily by technicians and replaced every two years and then wondered why Americans found their products shoddy and performance shaky. We need to use the tools and encourage others to do the same up and down the corporate ladder. Only then do we begin to know what our consumers know about us and our products. mrlauber@tuscodisplay.com www.linkedin.com/in/mikelauber www.tuscodispay.com +1 0 Reply Allen Fuller Nashville, TN # 4 - Nov 07, 2011 11:40 AM This fits into two trends. First, digital is becoming both more specialized and more integrated. PR professionals will need to be able to launch and manage a social media campaign just as easily as they write a press release. At the same time, it takes a dedicated team to stay on top of the constantly changing environment, and to be ambassadors to their colleagues within agencies and companies alike. Also, it speaks to the transformation from the traditional outbound one-to-many communications model to a bi-directional many-to-many model, where a Starbucks customer is as likely to be as influential a spokesperson as the celebrity endorsement. Its a fundamental shift that really impacts how organizations approach the customer... www.studio31a.com http://www.linkedin.com/in/allenfullerAll Brands Are Publishers, Learn How to Be a Good OneFive Years after Golden Rules of Conversational Media, an Addendum By: John Battelle Published: November 07, 2011Its illuminating to remember that five years ago, Twitter was three months old, and Facebook had just opened to non-students.Neither company had a business model. Oh, and Digg was considered the pre-eminent social news service.Over the next half-decade, of course, Twitter and Facebook have become huge forces, driving the rise of what I then called"conversational media" as opposed to "packaged-goods media," where marketers just send a message to consumers.I laid out five "golden rules" of this new media in several blog posts, and over the years, Ive come to believe that it comes in twodistinct flavors: independent and dependent."Dependent web" platforms such as Twitter, Facebook, Google and Yahoo are where people go to discover and share new content.Independent sites are the millions of blogs, community and service sites where passionate individuals "hang out" with like-minded folks. This is where shared content is often created.Marketers need to play in both spheres to effectively build their brands. They need to get past a one-size-fits-all approach tomedia -- the web aint TV. Dictating a message to your audience is no longer acceptable. Consumers online expect dialogue, soBabelfish Articles Nov 2011 Page 97
  • 98. pairing your brand with relevant and passion-driven topics is one of the best ways to ensure that you are engaged with keyaudiences.Take LOreal, for example (an FM client), which is partnering with the independent web to create great content for itsMakeup.com site while building an audience for that content through channels including Facebook, Twitter and Tumblr. Thiscombined approach is essential, because while its easier than ever for a brand to be a publisher, there has to be a both greatcontent and great publishing practices for a marketing campaign to build audience.This leads to my sixth and latest Golden Rule of Conversational Media, which I have elevated to stand with the original five from2006: All brands are publishers.Given that brands are all about voice, meaning, values and point of view, having the skills of a conversational publisher is criticalto success. Its not enough to buy engagement ads, have a Facebook page, or man a Twitter handle. You also need to add value tothe independent web, so you have things to share on those dependent web services and platforms.There are many ways to ensure that brands are deeply involved in the conversations that matter. My advice here is simple:  Choose media partners who are native to the conversational web, understand a marketers needs, and have a track record of scale, quality, safety, engagement and proven ROI.  Work with those partners to figure out what you want to say, how youll say it and whos listening. Change and adapt that approach as you learn what works, and as your marketing goals and messages evolve. Sites such as American Express Open Forum, for example, have a high percentage of return visitors because they are built as ongoing services with new and useful content every day.Of course, for brands to be effective, they also need to ensure that they continue to follow the first five Golden Rules ofpublishing.  Conversation over dictation. Instead of delivering a message to consumers, have a discussion with them. Join and start conversations.  Platform over distribution. What matters is how you use a platform to create effective interaction with customers.  Service over product. In conversation marketing, youre providing a service, a continuing dialogue whose course through the Web is unknown. The more value it adds to the ecosystem, the more it will be shared, amplified and celebrated.  Iteration over perfection. Good first drafts and speedy responses to consumer dialog will always trump lawyered corporate speak.  Engagement over consumption. Simple consumption isnt very interesting -- whats important is the context of that consumption, and action taken afterwards (liking, retweeting, sharing, linking, clicking). Become a trusted daily companion, not a once-a-year-during-the-Super-Bowl visitor.Difference Engine: Luddite legacyNov 4th 2011, 16:10 by N.V. | LOS ANGELESBabelfish Articles Nov 2011 Page 98
  • 99. AN APOCRYPHAL tale is told about Henry Ford II showing Walter Reuther, the veteran leader of the United Automobile Workers,around a newly automated car plant. ―Walter, how are you going to get those robots to pay your union dues,‖ gibed the boss ofFord Motor Company. Without skipping a beat, Reuther replied, ―Henry, how are you going to get them to buy your cars?‖Whether the exchange was true or not is irrelevant. The point was that any increase in productivity required a correspondingincrease in the number of consumers capable of buying the product. The original Henry Ford, committed to raising productivityand lowering prices remorselessly, appreciated this profoundly—and insisted on paying his workers twice the going rate, so theycould afford to buy his cars.For the company, there was an added bonus. By offering an unprecedented $5 a day in 1914, he caused the best tool-makers andmachinists in America to flock to Ford. The know-how they brought boosted production efficiency still further and made Fordcars ever more affordable. With its ingenious Model T, Ford became the first car company in the world to bring motoring to themasses.Economists see this as a classic example of how advancing technology, in the form of automation and innovation, increasesproductivity. This, in turn, causes prices to fall, demand to rise, more workers to be hired, and the economy to grow. Such thinkinghas been one of the tenets of economics since the early 1800s, when hosiery and lace-makers in Nottingham—inspired by NedLudd, a legendary hero of the English proletariat—smashed the mechanical knitting looms being introduced at the time for fearof losing their jobs.Some did lose their jobs, of course. But if the Luddite Fallacy (as it has become known in development economics) were true, wewould all be out of work by now—as a result of the compounding effects of productivity. While technological progress maycause workers with out-dated skills to become redundant, the past two centuries have shown that the idea that increasingproductivity leads axiomatically to widespread unemployment is nonsense.But here is the question: if the pace of technological progress is accelerating faster than ever, as all the evidence indicates it is,why has unemployment remained so stubbornly high—despite the rebound in business profits to record levels? Two-and-a-halfyears after the Great Recession officially ended, unemployment has remained above 9% in America. That is only one percentagepoint better than the country’s joblessness three years ago at the depths of the recession.The modest 80,000 jobs added to the economy in October were not enough to keep up with population growth, let alone re-employ any of the 12.3m Americans made redundant between 2007 and 2009. Even if job creation were miraculously to nearlytriple to the monthly average of 208,000 that is was in 2005, it would still take a dozen years to close the yawning employmentgap caused by the recent recession, says Laura D’Andrea Tyson, an economist at University of California, Berkeley, who waschairman of the Council of Economic Advisers during the Clinton administration.The conventional explanation for Americas current plight is that, at an annualised 2.5% for the most recent quarter (comparedwith an historical average of 3.3%), the economy is simply not expanding fast enough to put all the people who lost their jobsback to work. Consumer demand, say economists like Dr Tyson, is evidently not there for companies to start hiring again. Clearly,too many chastened Americans are continuing to pay off their debts and save for rainy days, rather than splurging on thingsthey may fancy but can easily manage without.There is a good deal of truth in that. But it misses a crucial change that economists are loth to accept, though technologists havebeen concerned about it for several years. This is the disturbing thought that, sluggish business cycles aside, Americas currentemployment woes stem from a precipitous and permanent change caused by not too little technological progress, but too much.The evidence is irrefutable that computerised automation, networks and artificial intelligence (AI)—including machine-learning,language-translation, and speech- and pattern-recognition software—are beginning to render many jobs simply obsolete.This is unlike the job destruction and creation that has taken place continuously since the beginning of the Industrial Revolution,as machines gradually replaced the muscle-power of human labourers and horses. Today, automation is having an impact notjust on routine work, but on cognitive and even creative tasks as well. A tipping point seems to have been reached, at which AI-based automation threatens to supplant the brain-power of large swathes of middle-income employees.That makes a huge, disruptive difference. Not only is AI software much cheaper than mechanical automation to install andoperate, there is a far greater incentive to adopt it—given the significantly higher cost of knowledge workers compared withtheir blue-collar brothers and sisters in the workshop, on the production line, at the check-out and in the field.In many ways, the white-collar employees who man the cubicles of business today share the plight of agricultural workers acentury ago. In 1900, nearly half of the adult population worked on the land. Thanks to tractors, combine harvesters, crop-pickingmachines and other forms of mechanisation, agriculture now accounts for little more than 2% of the working population.Displaced agricultural workers then, though, could migrate from fields to factories and earn higher wages in the process. What isin store for the Dilberts of today? Media theorist Douglas Rushkoff (―Program or Be Programmed‖ and ―Life Inc‖) would argueBabelfish Articles Nov 2011 Page 99
  • 100. "nothing in particular." Put bluntly, few new white-collar jobs, as people know them, are going to be created to replace thosenow being lost—despite the hopes many place in technology, innovation and better education.The argument against the Luddite Fallacy rests on two assumptions: one is that machines are tools used by workers to increasetheir productivity; the other is that the majority of workers are capable of becoming machine operators. What happens whenthese assumptions cease to apply—when machines are smart enough to become workers? In other words, when capital becomeslabour. At that point, the Luddite Fallacy looks rather less fallacious.This is what Jeremy Rifkin, a social critic, was driving at in his book, ―The End of Work‖, published in 1995. Though not the first todo so, Mr Rifkin argued prophetically that society was entering a new phase—one in which fewer and fewer workers would beneeded to produce all the goods and services consumed. ―In the years ahead,‖ he wrote, ―more sophisticated softwaretechnologies are going to bring civilisation ever closer to a near-workerless world.‖The process has clearly begun. And it is not just white-collar knowledge workers and middle managers who are being automatedout of existence. As data-analytics, business-intelligence and decision-making software do a better and cheaper job, evenprofessionals are not immune to the job-destruction trend now underway. Pattern-recognition technologies are makingnumerous highly paid skills redundant.Radiologists, who can earn over $300,000 a year in America, after 13 years of college education and internship, are among thefirst to feel the heat. It is not just that the task of scanning tumour slides and X-ray pictures is being outsourced to Indianlaboratories, where the job is done for a tenth of the cost. The real threat is that the latest automated pattern-recognitionsoftware can do much of the work for less than a hundredth of it.Lawyers are in a similar boat now that smart algorithms can search case law, evaluate the issues at hand and summarise theresults. Machines have already shown they can perform legal discovery for a fraction of the cost of human professionals—anddo so with far greater thoroughness than lawyers and paralegals usually manage.In 2009, Martin Ford, a software entrepreneur from Silicon Valley, noted in ―The Lights in the Tunnel‖ that new occupationscreated by technology—web coders, mobile-phone salesmen, wind-turbine technicians and so on—represent a tiny fraction ofemployment. And while it is true that technology creates jobs, history shows that it can vaporise them pretty quickly, too. ―The ITjobs that are now being off-shored and automated are brand new jobs that were largely created in the tech boom of the 1990s,‖says Mr Ford.In his analysis, Mr Ford noted how technology and innovation improve productivity exponentially, while human consumptionincreases in a more linear fashion. In his view, Luddism was, indeed, a fallacy when productivity improvements were still on therelatively flat, or slowly rising, part of the exponential curve. But after two centuries of technological improvements,productivity has "turned the corner" and is now moving rapidly up the more vertical part of the exponential curve. Oneimplication is that productivity gains are now outstripping consumption by a large margin.Another implication is that technology is no longer creating new jobs at a rate that replaces old ones made obsolete elsewherein the economy. All told, Mr Ford has identified over 50m jobs in America—nearly 40% of all employment—which, to a greater orlesser extent, could be performed by a piece of software running on a computer. Within a decade, many of them are likely tovanish. ―The bar which technology needs to hurdle in order to displace many of us in the workplace,‖ the author notes, ―is muchlower than we really imagine.‖In their recent book, ―Race Against the Machine‖, Erik Brynjolfsson and Andrew McAfee from the Massachusetts Institute ofTechnology agree with Mr Fords analysis—namely, that the jobs lost since the Great Recession are unlikely to return. They agree,too, that the brunt of the shake-out will be borne by middle-income knowledge workers, including those in the retail, legal andinformation industries. But the authors perspective is from an ivory tower rather than from the hands-on world of creatingstart-ups in Silicon Valley. Their proposals for reform, while spot on in principle, expect rather a lot from the political system andother vested interests.Unlike Mr Ford, Dr Brynjolfsson and Dr McAfee are more sanguine about the impact smart technology is having on the job market.As they see it, those threatened the most by technology should learn to work with machines, rather than against them. Do that,they suggest, and the shake-out among knowledge workers becomes less of a threat and more of an opportunity.As an example, they point to the way Amazon and eBay have spurred over 600,000 people to earn their livings by dreaming upproducts for a world-wide customer base. Likewise, Apple’s App Store and Google’s Android Marketplace have made it easy forthose with ideas for doing things with phones to distribute their products globally. Such activities may not create a new wave ofbillion-dollar businesses, but they can put food on the table for many a family and pay the rent, and perhaps even the collegefees.In the end, the Luddites may still be wrong. But the nature of what constitutes work today—the notion of a full-time job—willBabelfish Articles Nov 2011 Page 100
  • 101. have to change dramatically. The things that make people human—the ability to imagine, feel, learn, create, adapt, improvise,have intuition, act spontaneously—are the comparative advantages they have over machines. They are also the skills thatmachines, no matter how smart, have had the greatest difficulty replicating.Marina Gorbis of the Institute for the Future, an independent think-tank in Palo Alto, California, believes that, while machines willreplace people in any number of tasks, ―they will amplify us, enabling us to do things we never dreamed of doing before.‖ If thatnew ―human-machine partnership‖ gives people the dignity of work, as well as some means for financial reward, all the better.But for sure, the world is going to be a different place.GM Is About To Move 100,000 Employees To Google AppsMatt Rosoff | Nov. 4, 2011, 1:38 PM | 20,527 | 31General Motors is close to signing a deal with Google to move more than 100,000 employees to Gmail and Google Apps.The Wall Street Journal reports that the deal has been signed but is not final yet because Google still has to meet certainconditions from GM.But if Google gets the deal, it would be one of the biggest and highest profile companies to deploy Google Apps in its more thanfive years on the market.It would also be a big blow to Microsoft.For the last decade or so, the company has had a lot of success selling Exchange Server to customers on aging email systemslike Lotus Notes (which is what GM uses, according to the Journal report).A couple years ago, Microsoft began seeing competition from Google Apps in those accounts, and it has made a big move into thecloud to counter that competition. Earlier this year, it rolled out Office 365, which includes a cloud-based version of Exchange,and Steve Ballmer recently boasted that Microsoft usually wins big accounts when it goes head to head with Google.But GM is particularly cost conscious, and Google is probably willing to cut aggressive deals on Gmail because its not a core partof the companys business -- its non-advertising businesses accounted for only $385 million in revenue last quarter, which isless than 4% of the companys total.By way of comparison, Microsofts Business Division -- in which Exchange and Office 365 live -- has been its main growth driverfor the last year, and earned about $3.7 billion on $5.6 billion in sales last quarter.Google would not comment on the report.Microsoft pointed to a statement by a GM spokesperson to the Journal saying that the company has "not made a decision todeploy Google Apps. Were always looking for leading-edge technologies, and our [information technology] department is opento various developers."Read more: http://www.businessinsider.com/gm-is-about-to-move-100000-employees-to-google-apps-2011-11#ixzz1cr2Fo8CBHow Ford Blew It On FacebookFord Probably Should Have Spent More on Facebook to Reach Focus Buyers, Not On YahooBy: Dave Williams Published: November 04, 2011If brands wants to maximize social influence and brand advocacy, then theres no better way to do so than by piggybacking onconsumer conversations and amplifying their social interactions to their friends.Facebooks Sponsored Stories ads deliver on this promise. They perform better than standard Facebook units, have higher CTRsand conversion percentages, and require lower costs per engagement when compared to basic display on other sites.Babelfish Articles Nov 2011 Page 101
  • 102. The Wall Street Journal recently examined the way Ford used Facebook as a key component in the campaign for its 2012 Focusmodel, getting 43,000 users to "Like" a branded page for Doug, the companys sock-puppet spokesperson.Ford used TV spots and traditional display such as Yahoo to drive consumers to the page, and was relatively successful from abranding standpoint, with 61 percent of Dougs fans saying they were more likely to consider buying a Focus. But when you dothe math for the campaign, Ford spent a total of $95 million to get a little more than 26,000 consumers to think about the Focus.Even with a forward-thinking social strategy, Ford failed to take full advantage of the power of Facebooks social graph. Byneglecting the friends of its fans, the automaker missed out on the opportunity to tap the ability of those friends to influencemillions of other likeminded consumers.And why did Ford use Yahoo to drive users to a Facebook page? The automaker probably wasted millions of impressions onYahoo trying to drive users to a Facebook page. For the user who is on Yahoo, and sees a Ford advertisement that then drivesthem to Facebook, the experience can be summed up in one word: disconnect.If Facebook has one clear advantage over traditional display advertising, thats the ability to leverage consumer word of mouthat scale. Brands are quick to drive traffic to their Facebook pages from traditional offline and online media, but too many thenmiss out on a huge opportunity to market to their fans friends.Ford decided to stop buying ads on Facebooks network after hitting 10,000 Likes. Instead, the company opted to buy ads onother sites, including Yahoo, and drive consumers toward the Facebook page. Its hard to understand the thinking behind thatstrategy. The failure of that strategy says much more about the strategy itself than about Facebooks proven ability to deliverword of mouth at scale.Its great when an offline call to action directs users to Facebook. But brands shouldnt stop there. Facebook has the tools tospread that social influence even further, without ever sending fans away from the site. Brands that neglect those tools are justwasting money.Google Now Indexing Facebook Comments BoxesOne of the down sides of blogging is that much of the content posted using social plug-ins*, the Facebook Comments Box, forexample, is not searchable. A search for a brand on Google used to only return articles about the brand, not comments about thebrand left on blog posts. But a recent update to Google’s algorithm has changed that. According to Matt Cutts, head of Google’sWebspam team, Google’s search spider ―keeps getting smarter. [It] now has the ability to execute AJAX/JS to index some dynamiccomments.‖ In other words, Google can now ―read‖ blog comments on sites that use third-party commenting tools, such as theFacebook Comments Box. For marketers, this means that engaging with an audience in the comments of a blog post is not onlygood for maintaining the health of your community, it may also aid search engine optimization. Moreover, it may help your brandget found on pages that the brand doesn’t own. This is both good and bad news. If a brand receives lots of negative commentson blogs, the odds of someone finding those comments via search has just increased. This is further validation for acomprehensive social listening and response plan.CMOs Plan to Increase Social Media Use, but Feel UnpreparedSelling social media elements into a client is often no easy task for a digital agency. Marketing Pilgrim has quantified thatdilemma to some degree in a recently released study that details what CMOs are planning on spending more money on versuswhat they understand the best. As it turns out, 82% of CMOs are planning on increasing their use of social media in the next 3-5years but 68% feel unprepared for social media. As always, the key to selling new ideas to clients is education both for theclient and their employees. Client teams should be prepared to speak to the value of investing in social media over the longterm. For advice on how to prepare your client for the ongoing shift to social-enabled marketing, please contact your local SocialPractice team member.Google+ Introduces “Ripples,” a Content Sharing VisualizerA new Google+ feature could give marketers greater visibility into the ways in which content is shared. ―Ripples,‖ which launchedthis week, creates a bubble-based visualization of a piece of content’s path through Google+. Users can see who originallyshared a piece of content, as well as the major re-sharers, the size of their networks, and how deeply the content penetratedthose networks. Ripples could go a long way toward identifying key brand evangelists, and will also help us to understand thestructures of the outer tiers of our social graphs. Further, Ripples may give marketers some insight into Google+’s value as asyndication medium. We expect that Ripples will be available to brand pages, though Google is remaining tight-lipped on whenbrand pages might be made available.Babelfish Articles Nov 2011 Page 102
  • 103. Where in a Tweet Should You Place Your Link?Social media scientist Dan Zarrella has released a study of 200,000 tweets showing where in a tweet a user should place a linkto achieve the highest click-through rate (CTR). His analysis reveals that tweets that contain a link about 25% of the way throughare the most clicked, even though common practice is to put a link at the end of a tweet. While the study is by no meansconclusive, marketers should consider experimenting with link location to achieve higher CTR – and don’t forget to share yourfindings with the Social Practice.Google Reader Gets the Google+ TreatmentThe latest of the Google apps to receive a redesign is Google Reader, which now sports the cleaner look and feel of Google+ andGmail. While the redesign arguably makes Reader easier on the eyes, Google has altered some key Reader functionalities thathave loyal users up in arms. Among these is the ability to share articles on Reader and to read what friends are sharing. Googlenow requires users to use Google+ to share and to read shared content, which somewhat muddies what some consider to be the―pure‖ Reader experience. Users see the move as Google ―taking away‖ sharing functionality and many were upset by it. Formarketers and designers, it is important to understand that users are very much aware of the ease-of-sharing factor in any webapp, and expect both sharing and aggregation to be exceptionally simple.The Tablet: Its Not Business, Its PersonalMelinda KruegerHeretofore I have avoided tablets in my mobile strategy. Theyre too…well…what are they? Neither desktop nor laptop nor phone,but a weird hybrid with some of the best features and limitations of each.Well its time to put a stake in the ground. Heres my take; give me yours and well begin to write tablet marketing historytogether.If you dont already have a tablet, you need to get one immediately. While we marketers are not a good representation of thegeneral public - we pay way more attention to advertising than regular people - you need to experience tablets in order to "getit."What youll see is that its not really a lightweight laptop. If your work day is spent in front of a computer, the tablet isnt takingits place. The lack of keyboard, processing power, wireless range, ability to multitask, etc. makes it fall far short of ourexpectations of a business machine. Yes, there are those who will add keyboards and other peripherals to their tablets, but atthe end of the day, arent they just trying to assemble a laptop?Its also not a large format smartphone. People don carry it with them 24/7 and, unlike a mobile phone, its likely to be sharedamong members of the household. According to Nielsens spring study, 43 percent of tablet owners report sharing it with others.So what is a tablet?Its the ultimate personal entertainment device. You can use it for business, but it really shines during leisure hours. In thekitchen, its a cookbook; in the bedroom, its a book; on the road, its a mini entertainment center; in the family room, its anewspaper/magazine - a great way to browse headlines, sports, and sales.There are myriad other uses, but you get the idea. I enjoyed the characterization of tablets in this excellent article as "…lean-back devices, meaning consumers are more likely to be in a relaxed mindset when interacting with a tablet." This is supported bythe Nielsen Q1 2011 Mobile Connected Device report with 70 percent of respondents saying they use their tablets while watchingTV and 57 percent using it in bed.The best news yet is for marketers. Many of our mobile tactics require no additional effort to be tablet-ready. Your mobile siteand email program will render better on a tablet than a smartphone. Check-ins and QR scans are the province of the smartphoneand not a consideration.Effort does need to be expended, however, in application development. Do you need to develop an app for the tablet? Tabletusers, while more likely to be young, affluent, and male, are rapidly moving to reflect the general population. Look to yourwebsite analytics to get a read on the percentage of customers accessing your site from a tablet to help make this call.In addition to mobile marketing efforts; sales, customer service, and experiential marketing opportunities abound. Expect to seeone-to-one interactions that take advantage of the compelling visuals and portability of the tablet. In the hands of a skilledBabelfish Articles Nov 2011 Page 103
  • 104. company representative, this "lean-back device" can get customers to sit up and take notice.When Looking For The Right Answers, Try Looking For The QuestionsOver the course of work days, weeks, months and years, it’s easy for health care marketers to lose direct contact with theirprimary audience: patients. There are, of course, people in your organization whose job it is to stay in constant contact withthese people. Maintaining a system to stay connected with these colleagues can provide a win-win for marketing departmentslooking for great content and for patients who are trying to navigate their own healthcare needs.I was reminded of this recently when the topic of health care came up among me, my wife and some houseguests. Among thegroup were a recent survivor of breast cancer, a patient with a chronic disease and a mother of two. There was a lot of talkabout medications, diseases, alternative therapies and reasons one might follow a doctor from one practice to another.There was also talk about things like online health records, the nature of various medical partnerships and understanding andmanaging billing procedures. Complicated topics to be sure. This got me thinking about the wealth of information medicalmarketers could aggregate and disseminate about these very vital areas of modern medical care.So often, complex organizations make marketing decisions based on what ―messaging‖ they want to convey. That’s fine, andthere’s definitely a need for that. But as more of us are more thoroughly connected, there’s a growing need for more answers toquestions that can be presented in simple language, and posted in places that people can actually find quickly.Touchpoint check-insEvery day, every health organization is charged with answering questions from its customers. (For example, ―Why do I not pay aco-pay at the time of visits but receive a bill in the mail later?‖) And every day, many of those questions are asked repeatedly,on the phone. However, it can be very difficult to find those questions answered in a searchable format online.These questions are asked and answered by a wide range of people within an organization, and it should be the responsibility ofthe marketing department to have a direct connection to those people on the front lines of customer interaction.By keeping a frequent dialogue with receptionists, people in the billing department and others, marketing teams can compile atreasure trove of frequently asked questions. Most can be answered quickly.Marketing help for customer serviceOther questions and answers, however, might be better handled by the unique resources available in the marketing department.This occurred to me when a guest was trying to explain the complicated nature of her primary care provider’s partnership withthe hospital that heads up her cancer treatments. If ever an infographic could come in handy, this would be the time.Obviously, there are some pieces of information an organization understandably would not want to share online with everyone.However, the nature of its relationships with other organizations should be one of those times. Patients have a lot to deal withbetween their appointment, medications, insurance and more, so spending mental energy on how your organization works andhow that relates to them should be made as clear and easy to understand as possible.Posting answers where people are lookingSo you’ve done it! You’ve talked to the right people and have oodles of questions that they’ve been asked and you’ve workedwith them to create written answers to those questions. Now what?It’s time to start getting those answers out into the world.With each question / answer combo, ask yourself, ―Where would people be looking for this piece of information?‖ If it’s parking-related, could it be added to your Google Maps listing? If there are a lot of items, could they make their way into a Twittereditorial calendar? If there are multiple infographics that explain your organization, could they be added to Slideshare?Do these questions/answers exist on places like Quora or GetSatisfaction? Note that I haven’t even mentioned your maincompany site or your blog yet. Obviously, these are good choices, too, but as more and more people search for answers in placeswhere they search for everything else, too, it’s a good practice to keep these spaces top of mind.Babelfish Articles Nov 2011 Page 104
  • 105. ROTS: Return on Time SpentBryan EisenbergMarketers are always losing battles to time. Time is all you need to get everything done and to be the most effective marketerpossible. Marketing operations are more complex than ever before and the demands on our resources are constantly increasing.We need to identify solutions that help us get the most bang for the buck, because we arent about to get 25-hour days anytime soon.Marketers who were lazy and had poor corporate metabolisms were the ones most heavily impacted by Googles Panda updatebecause their SEO efforts were based on shortcuts but not on the fundamentals of producing high quality, unique content. Somuch content gets created on a lowest-bid basis that it looks like a race to the bottom of the quality pile.So like many businesses that found themselves in a hole and losing as much as 40 percent or more of their revenue when theGoogle Panda algorithm update hit, they scrambled to figure out what to do next. However, retailers like eBeanstalk.com got fedup and decided to put their heads down and go to work.Ahead of the site were thousands of product descriptions that needed to be rewritten and hundreds of product-related videoswere going to be produced.Not that its product descriptions were the worse offenders Ive seen, but it certainly didnt provide the visitor with much value.Here is an example of a before description:This colorful all-cloth doll makes a great "first friend." She has a cheerful painted face framed with a fleece cap and a soft scarf.13 inches tall. Ages birth and up. Closed gift box. NOTE: If you have never purchased a Corolle doll, you are in for somethingspecial. We guarantee the recipient of this doll will have a new fast, favorite friend.Why our Child-Experts Love ItWe love almost every doll weve seen from Corolle (hey, nobodys perfect). This pink doll (that your child will name) is adorableand super soft for a babys delicate hands to hold and play with! She is the perfect first doll for a baby (or a toddler)!Versus the new after description:EVERYTHING IS BETTER IN PINK!Great Core Training (and super fun) for the little ones!The Rody Horse is soft and easy to ride. It is made of super-strong, latex-free vinyl, and inflates according to the size and weightof the child with a hand or foot pump. And it is a very cute toy.Why our Child-Experts Love ItOur physical therapist, Deanie, loves the Rody because its great at strengthening the core (stomach), helping with balance andgetting kids to be more aware of their surroundings as they bounce around.Overall, we tested lots of bouncing toys & rocking horses and Rody is the best...because its an attractive, well-made blow-uphorse that is totally unique and great for a childs physical development.Use it with the base, and its a new spin on the rocking horse! Without the base it is a super fun bouncing toy great for balancingand outdoor play. Parents love Rody too because hey, hes not too bad to look at when not in use!EBeanstalk.com knew it needed a more time-efficient way to rewrite several thousand product descriptions if it was going to beOK for the critical holiday season. On my advice, the company agreed to participate in a business impact research study that Iconducted with Jay Baer and Pelin Thorogood. During the time of the study, eBeanstalk boosted search engine traffic by 27percent and conversion to sale by 17 percent on product pages that were optimized with search data leveraging a new toolcalled InboundWriter. InboundWriter brought the search and social research of the valuable customer words into the writingworkflow and saved them time from doing keyword research for each product before they began to write. Bottom line: itproduced great SEO results with minimum time commitment. Anything that can product results and save you time is critical.The companys effort also impacted its PPC as well. Paid search impressions, meanwhile, rose 45 percent without any confirmedadditional increases in spend, which the study authors attributed to a higher Google Adwords Quality Score because of Googlesincreased factoring of landing page quality.Have you had enough time to test and improve all your landing pages?Why dont people test? Some dont believe in it but I think the majority do even if they dont follow through. However, I think it isthe same reason many of us know what we should do to be healthy but still eat fast food and dont find the time to exercise. ItsBabelfish Articles Nov 2011 Page 105
  • 106. all about convenience.Sure, the tools are out there to test (many free and low cost ones) but we are resistant because of how long it takes to createand set up the test and then to wait until the test runs and produces a statistically significant result. So Ill often ask people: Areyou doing at least some PPC ad testing? Unfortunately, many are not even doing that.Shane Quigley, CEO at Epiphany Solutions said this past week:Advert testing is critical to the continuous improvement of an Adwords campaign. Its a reasonable bet that many of yourcompetitors are testing new adverts, and hence improving their click through rates and conversion volumes over time.Where do you think those clicks and sales are coming from?If your competitors are steadily increasing their click through rate, and you arent, your own CTRs are likely to drop steadily overtime, even if your adverts remain the same.And with that is likely to come a gradually reducing Quality Score, leading to higher cost per clicks or lower positions. Its likestanding on a down-escalator: the only way to stay in the same place is to keep trying to move up.So find tools like Omnitures Search Center, Acquisio, or for small businesses, WordWatch and automate as much as you can ofyour PPC management efforts. Then get some help from a crowdsourcing company like BoostCTR, that uses its network to writeand test ads against your existing ads (and you only pay if its new ads beat yours). Because no one has enough time tocontinuously rewrite and test their ads.Then go and work on those landing pages to get the most return on your time spent. Or are your pages starting to show some rotand spoilage?Disclosure: I am an adviser for InboundWriter and BoostCTR.A Notion DividedBy Cori Ferman Friday, Nov. 4, 2011When many of us were living at home, before college, we dreamt of getting out of the suburbs and into the city. A lot of us madeit to the city and planted new roots, while others were soon abruptly uprooted and forced to move back to the suburbs. Now,some of us are dreaming about willingly going back to the suburbs, but cannot leave the city. Depending on where we are at thispoint in our lives, due to the economic regression (yes, regression), the notion of the Millennial dream is now divided betweensuburb and city.And that divide is pretty big. "Eighty-five percent of college seniors planned to move back home with their parents aftergraduation in May 2010,‖ while around ―180,000 people move into cities daily, adding roughly 60 million new urban dwellers eachyear.‖So, this means it is important that brands recognize not all Millennials are living equal.And it is equally important to consider that not all Millennials want the same things at the same time. While Millennials areMillennials, everyone goes through the coveted Marketing Lifestyle Triggers at different times … especially these days.For example, think about the cast of ―Jersey Shore.‖ They are a group of Millennials of different ages, at different points in theirlives, with different living situations outside the MTV house. When the filming and fist pumping ends for the season, one of thefew things they really have in common is their age bracket.Thus, while some delays in adulthood are obvious and others not so much, brands need to think about how to help us stop saidsocietal-induced delay, and shift the regression into progression, no matter where we are.Here are some thoughts for brands on connecting with Millennials on both sides of the divide:  Create and/or enhance more ―third places‖ like McDonald’s between work and home to encourage more flexibility with work/life schedules, even enabling the option of telecommuting. McDonald’s recently added local news as part of its value meal with McTV, offering yet another reason to not just visit the restaurant but to stay at the restaurant. For those having trouble finding a job, or for those commuting, it is a free space in which to work on finding something.  Make it even easier for Millennials to be aware of and have access with your brand. Consider offering your goods and/orBabelfish Articles Nov 2011 Page 106
  • 107. services via a vending machine in high-traffic areas in the city and suburbs. An August 2011 Vendialogue study shows Millennials would rather go to a vending machine over convenience stores and grocery/drug stores.  Be versatile in your offerings, think city and suburbs. For example, Ikea offers goods for big and small spaces, and Walgreens and 7-11 offer items specific to their markets/locations.  Think about providing what is missing … the things some may long for in one place and bring them to life through an association with your brand. For example, for those in the ’burbs craving bits of city life, host events where people get to experience easily accessible life and culture from all over a county that are often seen in the city like farmer’s markets, food festivals, food truck events, traveling museums or exhibits, trunk shows, etc.Study: Deals Remain Top Social Marketing Driverby Gavin OMalley, Yesterday, 6:04 PMFor brands, the real value of Facebook ―likes‖ and Twitter followers remains uncertain. Their growing lust for such socialadmiration, however, does not.So, how do brands get the most love on any given social network? With deals, deals, and more deals, according to new researchfrom Nielsen/McKinseys NM Incite.Indeed, the top reason for following or liking a brand, company or celebrity on social networking sites is to receive discounts andspecial offers, according to a recent survey of global online consumers conducted by Nielsen."While some may argue that consumers’ interest in discounts has faded, Nielsen data shows the desire for deals is still strongworldwide,‖ concluded NM Incite.In the U.S., NM Incite found that nearly 60% of social media users visit social networks to receive coupons or promotions, with23% saying they do this on a weekly basis.At 45%, North American consumers showed the strongest interest in using social media for deals, followed by consumers in Asia-Pacific regions -- 34% -- and Latin America -- 33%.Globally, online consumers of all ages reported that receiving discounts and special offers was their top reason for liking orfollowing brands.Only respondents under the age of 20 and 55- to-59-year-olds -- i.e., not the biggest spenders for most brands -- were lesslikely to follow for this reason. Both demographics reported that they primarily engage with brands via social media based onfriends’ recommendations.Across a sample of ten major markets, including the United States, nearly 40% of active Web users visited coupons and rewardssites such as Groupon, Coupons.com and Living Social from home and work computers in September.Compared to the same month last year, visits to these sites were up in each country except the U.K., while, in seven of the tencountries, daily deal site Groupon was the most-visited site in the category.Meanwhile, when comparing visitors to social networks and blogs and those who visit sites that offer coupons or rewards, NMBabelfish Articles Nov 2011 Page 107
  • 108. Incite found a strong overlap between the two categories. In September, 43% of visitors to social networks and blogs also visiteda coupons or rewards site. In addition, 44% of Facebook’s audience and nearly two-thirds -- 63% -- of Twitters audience visitedthese sites.In fact, after email and search, Facebook was a key source of traffic to Groupon and Living Social during September. That means,according to NM Incite, that Groupon’s and Living Social’s visitors came directly from Facebook -- further demonstrating thatsocial networking plays a key role in driving consumers to seek out discounts and special offers.Microsoft Windows U Crew Ambassador progam hires cool kids to spruik products  November 04, 2011 12:42PM  Popular students targeted as brand ambassadors  Microsoft and Red Bull are using the marketing tactics  Aussies willing to pay to try on clothesMicrosoft will hire "brand ambassadors" to promote products at university campuses around Australia, including the University ofSydney. Picture: Bob Barker Nicole Smith, a 21-year-old student and travel blogger, was a brandambassador for Red Bull Mobile. Picture: @nicoletravelbug/ TwitterBabelfish Articles Nov 2011 Page 108
  • 109. IT used to be an apple for the teacher would get you by in school - but not if Microsoft has its way.The tech giant has started recruiting ―cool‖ university students to spruik products on campus as part of its ―Microsoft Windows UCrew Ambassador‖ program - just don’t let them catch you with anything from that ―Steve Jobs crew‖.The practice of hiring ―brand ambassadors‖ has already crept into US universities, with companies like Nike, Hewlett-Packard,Ford and Target actively recruiting for the surrogate guerrilla marketing roles.And while the Commonwealth Bank, Fairfax, Optus, Adobe and others have hired students to run stalls during local orientationweeks, the year-long Microsoft campaign is believed to be the first of its kind in Australia.Instead of a pay packet, Microsoft is offering successful applicants perks like a free Windows 7 PC, Xbox 360 Console, KinectSensor and Samsung Windows Phone.According to the job ad, which is open until November 9, ambassadors will also have the ―opportunity to share in great rewardsincluding concert tickets, gift vouchers, video games and trips‖ and net a written reference from a senior Microsoft executive.Tasks include using Microsoft phones and computers around campus, as well doing at least four hours of ―marketing activity‖each week.Ambassadors will have to give lectures and demonstrations tailored to each faculty to ―ensure students understand howrelevant Microsoft software and devices can be to them‖.Not that joining this ―crew‖ is going to be easy.The successful applicant needs to be a ―trend-setter‖ as well as ―energetic, personable and outgoing‖ and be involved inextracurricular activities on campus. A good presence on Facebook and Twitter is also a must as well as shunning competingbrands.Microsoft’s Tina Flammer said the program gave students the chance to put their marketing and entrepreneurial skills to work.―They will be closely mentored by the marketing team at Microsoft Australia and given in-depth training on all our productswhich they can bring to life on campus in ways unique to their own university culture,‖ Ms Flammer said.But for a senior advertising lecturer on one of those campuses it’s a sign of desperation.Robert Crawford from the University of Technology, Sydney, said Microsoft was fighting back at Apple for the youth market andthe future.―The idea of what they’re doing is to get word-of-mouth going from someone that’s kind of impressive so those that are moreimpressionable will go: ‘Hey, he’s really into it, maybe I should follow it,’‖ Mr Crawford said.He said the practice raised ethical issues about how upfront brand ambassadors were about their links to Microsoft.―If one of the ambassadors is asked directly: ‘Are you being sponsored?’ and they say: ‘No’, then it’s a real issue. It’s deliberatedeception,‖ he said.―But do they need to always say that’s what they’re doing? It starts becoming quite a grey area.‖While Microsoft is still hiring for next year, 21-year-old Adelaide journalism student Nicole Smith recently finished a month-longstint as an off-campus brand ambassador for Red Bull.The company contacted Ms Smith about applying to be a ―Red Bull Mobile Scout‖ after seeing her Twitter account ranked highlyon social media influence measurer Klout.Red Bull flew her to Sydney for events like the Red Bull X-fighters motocross tour. Back home she attended the Parklife musicfestival and blogged about her Red Bull experiences for the company’s website.Along with her seven fellow ambassadors, she spruiked the HTC Cha Cha mobile phone and Red Bull Mobile phone plan, as well asusing the phone to tweet and upload photos and videos to make Red Bull a trending topic on Twitter.―People would come up to us or we would show people when we spoke to them and go: ‘Look, this is what we do, this is ourphone, come and buy one,’‖ Ms Smith said.Babelfish Articles Nov 2011 Page 109
  • 110. Like the Microsoft deal the program was unpaid, but perks included free flights, accommodation and VIP entry to all events andtheir phone bills covered. Comments on this story  Morten Nielsen of Perth Posted at 5:57 PM Today You can like it or not but its the way of the future.. Just another step of product placement. Weve seen it in movies for a long long time. Way to go Microsoft et all  Occupy not of Earth Posted at 5:32 PM Today Well, If its OK for those "Occupy xxxx" people to so blatantly hypocritical as to use the products and services of the very people they are complaining about (notably their iPhone and Facebook), I fail to see any issues with this relatively benign promotion by Microsoft.  Sofi Posted at 4:57 PM Today this is highly unethical, as the "ambasadors" dont really believe the product but recommanded because of the perks they got. Then its irrelevan if they admit on the perks or not.Consumers Willing To Share Data, But At A PriceFriday, Nov. 4, 2011According to a new study by McCan Truth Central, consumers are concerned about "Privacy", but "privacy" is a complex, multi-dimensional issue that encompasses everything from personal, real-world snooping to sharing data online. When it comes todata sharing, though, one must unpack the issue even further, says the report.Consumers categorize data into different categories, (e.g. shopping, location, personal, medical, and financial,) and have varyingdegrees of concern with sharing each type.  71% of consumers indicate they are willing to share shopping data with a brand online  86% of consumers see that there are major benefits associated with sharing data with businesses online  65% see one of the top two benefits as better access to discounts and promotions Laura Simpson, Global Director of McCann Truth Central, said, "... the study... lays out the hierarchy of privacy concerns... consumersare in favor of sharing shopping data with businesses in exchange for certain benefits, but are more cautious about sharingfinancial and medical data... foremost concern must be to protect... privacy of customers... (but) smart strategy encouragesresponsible sharing of relevant data... ―69% of consumers globally trust banks to look after their personal data and use it wisely. 57% hold credit card companies in thesame regard. Consumers feel that financial services brands, as a group, are doing the most to protect the privacy of their data. Globally, the top three most trusted brands included MasterCard, Visa and Microsoft.Banks and other financial services brands have set themselves apart from other categories because they have consistentlydemonstrated a commitment to data protection. 44% of consumers in the US say that banks security controls are one of the topthree reasons why banks have earned their trust, with the other two reasons being a history of dealing responsibly with dataand trust that the banks will protect them in case of fraud.For all types of companies and brands, there are four key dynamics to privacy when it comes to maintaining a proactive,productive and share-worthy relationship with consumers. The key to assurance and trust, says the report, is:  Control: People want to be in command of which pieces of data they share. 49% (55% US) think it is very important to have this control, reflecting their sensitivity level for different types of data  Choice: They also want a choice about how their data will be used. 51% (57% US) say it is important to know exactly how their data is going to be used  Commitment: People want a commitment from companies that their personal data (i.e., email address, phone number) wont be passed on to third parties. 55% (56% US) of people select this as one of their top 3 most important criteria when deciding to trust a brand  Compensation: Consumers also want compensation. They want a reason to share data, and an understanding of how they will benefit. Amazon is the most trusted brand in the US since, more than any other brand, consumers can see how they use data to makerelevant suggestions. 72% of US consumers trust Amazon to look after their data and use it wisely.Looking at the spectrum of consumer attitudes toward privacy, McCann Truth Central identified 5 distinct segments:  Eager Extroverts (15%)  Sunny Sharers (20%)Babelfish Articles Nov 2011 Page 110
  • 111.  Savvy Shoppers (37%)  Cautious Communicators (9%)  Walled Worriers (19%)The largest group, the Savvy Shoppers, best embody a nuanced approach to this brave new world of sharing. They are willing toengage with businesses in exchange for commitment to security and compensation in the form of discounts or preferred status.  86% of all consumers globally understand that there are major benefits associated with sharing data with businesses online and shopping data is the type of data they are most willing to share (71% of consumers globally are willing to share shopping data with a brand online). For the majority (65%) one of the top two benefits is better access to discounts and promotions, a very "Savvy Shopper" mentality.Increasingly, governments and businesses will need to recognize that privacy is a two-way street. Consumers may be willing toshare more of their personal information (in order to gain benefits) but they expect a greater degree of transparency in return.  While 84% of consumers believe they have a total or some right to privacy, only 51% believe the same applies to the government. The government, it seems, must trade privacy for power.  Similarly, only 57% of consumers believe a brand or business has a right to privacy.  65% of consumers say a reality TV star has a right to privacy; the other 35% might believe that star has traded his private life for fame, and maybe cashLooking at the hierarchy of privacy concerns for consumers, anything to do with financial data tops the list. Beyond that,consumer fears are far more personal, often related to snooping or oversights by friends, families and colleagues.Technology has created a more fluid and borderless world with less distinction between "public" and "private." McCanns TruthCentral found that while people have an expectation of privacy with regard to their own life, they confess to snooping in otherpeoples business. 42% of people admit to snooping the online personal photographs of someone they hardly knew and 25% hadread a friend or partners email or text messages without them knowing.Coca-Cola aims to track social salesATLANTA: Coca-Cola, the soft drinks giant, believes leveraging social media can generate more online mentions and conversationsregarding its brands, and ultimately deliver measurable sales.Speaking to the Business Standard, Joe Tripodi, Coca-Colas chief marketing and commercial officer, argued there was a clearpattern as to the primary motivations for using social media."It is about how you get consumers to express an opinion to generate a conversation and then transact. So, it is aboutimpressions to expressions to conversations and transactions," he said.Given the rapid proliferation and evolution of digital channels in the recent past, the most effective techniques are far fromestablished. As such, Tripodi suggested that a willingness to take risks is vital."People are still wading through it. Companies should feel free to experiment. No problem if you fail. Thats our philosophy," hesaid.Coca-Cola uses a "70:20:10" budgeting model, so that 70% of its outlay is directed towards proven marketing tactics, 20% toinnovation linked to these activities, and 10% to pure "experimentation"."That includes social media marketing, where we allow people to experiment and fail. Failure is essential for you to grow andcome up with the right solution," said Tripodi.Measurement remains an issue, but the My Coke Rewards online loyalty scheme in the US - via which shoppers can collect pointswith each purchase then reclaim products and perks - has shown how to yield highly useful data and insights."People who buy a Coke enter a code. So, we know that people are definitively shopping. So, we are able to close that loop andlink and say definitively that My Coke Rewards generated an extra amount of value and volume," said Tripodi."When you overlay social media marketing with loyalty programmes, it will close the loop. It will give you the value of thecustomer and help you target them better."Such a process could be particularly beneficial as Coca-Cola seeks to enhance its understanding not just of individual purchaseoccasions, but the longer term connection secured with buyers.Babelfish Articles Nov 2011 Page 111
  • 112. "The big play that is coming in consumer packaged goods, which wasnt there before, is the concept of lifetime customer value.This is common in financial services," said Tripodi.The Questions Every Manager Should AskNOVEMBER 4, 2011Asking the right questions is an essential skill of a great boss. Yet many fail to inquire enough. Here are three types of questionsyou should be asking:  Questions about yourself. Good managers ask themselves and others about what they could do better. Ask in a way that invites constructive, candid responses.  Questions about plans and projects. These should both advance the work and develop the people. Tough and direct questions are ok, as long as they are in the interest of progress.  Questions about the organization. Look for ways that the organization can function more effectively by questioning practices, processes, and structures. Ask: Why do we do things this way? Is there a better approach?A Tale of Two Marketing AttemptsJohn Lovett11.03-John Lovett Verifying Business Value Tags: optimization A Tale of Two Marketing Attempts Two hotels show how you cangain or lose customers with personalized messages.As a consultant, I travel a lot. One of the slim benefits of being away from my home and family for extended periods of time isthat I rack up a ton of points at hotel chains. As a result, Ive attained premium status at two of the hotels that I frequently visit.Im not looking to throw either one under the bus, so Ill refer to them anonymously as Hotel A and Hotel Z.Interestingly enough, I typically make an effort to attempt to stay at Hotel Z, sometimes going out of my way to accrue thosevaluable points. Whereas, with Hotel A, I visit when conferences are booked there, or when clients have a preferred provider. Yet,what Ive noticed is that these two chains treat me entirely differently in their marketing approaches. For both hotels, I recentlybooked a room only days before my arrival (which I frequently do, being a business traveler) and they each delivered a differentexperience. Keep in mind that both hotels send me emails and promotions on a regular basis, almost to the point of too manymessages. But I still allow them to bombard me and havent relegated them to spam yet, because once in a while theres a gemin there. In the last two weeks, preceding stays, both hotel chains sent me personalized messages. Heres what happened:Hotel A:I booked a room just days before my arrival and was pleasantly surprised when a day or so later I received a messagefrom the senior rooms controller welcoming me back to the hotel (I stayed there previously this year). The email was addressedto me by name and the message read:As a valued [status] Member, I want to personally welcome you; I am delighted to once again be your hotel ambassador duringyour stay at [hotel name and location omitted]. We would be delighted to fulfill the special requests that you notated on yourreservation. Please reply to this email with any request updates.Wow! How cool is this, I thought...special requests? I could have my favorite beverage waiting for me; or some mints on mypillow...whatever I wanted! Im special! While this is how I felt, I didnt actually request anything special, but I did take note of thepersonal and thoughtful gesture.Hotel Z:Again, I booked just days in advance and received a follow-up message of an entirely different nature. The note againwas addressed to me by name (which for the record, I appreciate over "Dear Valued Customer"), but this one from the hotelgeneral manager read:It is my pleasure to confirm your reservation at [hotel name omitted] and we look forward to welcoming you back to anexceptional experience in [hotel location omitted]. As an [status] member, you also have the possibility, should you desire, toupgrade to our executive [description omitted] view room for an additional [price omitted]. Guests taking advantage of this offerwill receive 2000 bonus points as a token of our esteem. More details may be found by clicking the box on the right.OK, I already paid more than I wanted for this room, but here the hotel is trying to upsell me to the "executive experience." Now,dont misconstrue; I enjoy being treated like an executive, but I wasnt about to succumb to this marketing tactic just to fork overBabelfish Articles Nov 2011 Page 112
  • 113. more money to this hotel.The motivation behind both of these messages was entirely the same. Theyre both trying to upsell me so that they can squeezemore dollars from my wallet. I get that. But they each went about it differently. Hotel A made me feel special and heck, I mayhave even paid more to upgrade to its executive room, just because of the kind and personal gesture that the hotel offered tome. Hotel Z, on the other hand, gave me the feeling that it didnt care much about my stay at all. What the hotel wanted was myextra money to make its upsell quota. This not only made me feel cheap, but made me wonder why I try so hard to book withthis chain.The moral of this story is that in todays world, you must treat people with respect. Just knowing my name, acknowledging myloyalty, and tempting me with bonus points isnt enough. Treat me like a person and Ill give you my repeat business any day.Ad Age Digital A-List:Google Creative LabsThe Two Men Behind Androids Little Green Robot Are Redefining Search Giants Consumer BrandBy: Michael Learmonth Published: February 27, 2011When Google began recruiting agency execs in 2007, it had no reputation for marketing anything, much less itself. Andy Berndtwas co-president of Ogilvy, New York, at the time, with no desire to leave. Robert Wong was creative director at ArnoldWorldwide. "When they called me, it was an odd job description," Mr. Berndt said. "But its like when a spaceship lands in yourbackyard, and the door opens. You just get in."Andy Berndt and Robert Wong.That spaceship became Google Creative Lab, responsible for marketing everything from Android and Chrome to Google Docs andthe Nexus One, and even its core product -- the one that needs no marketing -- search. Its also defining what it means to be acreative professional inside a culture driven by scientists and engineers.Google Labs projects tend toward the lo-fi and emphasize brainy over glitzy, with one big, fat multimillion-dollar exception:"Parisian Love," the web video that Google placed during the 2010 Super Bowl. But even that was Google all the way. The videoitself was created by a group of design students recruited to, among other things, "remind people what they love about Googlesearch." But the end product had an added effect. "It summed up why we come to work every day," Mr. Berndt said. "People atGoogle were proud of it. It explained to people how we feel about what we do better than speeches or any PowerPoint could."Googles traditional ethos is that the product "should win on it own merits." But the Super Bowl ad showed the founders are opento any idea, even if it means spending a few million to boost morale. "The expectation from the founders is how big you can thinkand what sort of insane impact can you have," Mr. Wong said. "For a creative person, you have a shot at doing for the Googlebrand what the engineers do for the Google brand."The very first work created by Google Creative Lab was the familiar little green Android space robot, now a powerful symbol ofGoogles Android brand. But Android isnt about Google; its meant to be repurposed by carriers and customized by users. Hence,earlier this year, an Android app, Androidify, which allows anyone to make themselves into a little green bot. That app soared toNo. 1 in the Android Market.Babelfish Articles Nov 2011 Page 113
  • 114. Creative Labs multimillion-dollar exception.Media spending is still tiny compared with other big consumer brands: only $11 million on measured ad spending in 2009 and $29million in the first nine months of 2010, according to Kantar Media. (Verizon, by comparison, spent more than $3 billion in 2009.)Messrs. Berndt and Wong admit that after years of working on the biggest stages, going small is an adjustment. The Super Bowlad was a one-off, which doesnt mean it wont happen again -- just that the Creative Labs output is going to look more like theArcade Fire video "The Wilderness Downtown," made to show the capabilities of HTML5, but also the possibilities for a musicvideo. Viewers can input their own addresses (or the addresses of their childhood homes) and see images from the neighborhoodintegrated into the video."It lets you do things in a browser that makes it feel like that browser is your computer," Mr. Wong said. A demo video, sure, butwrapped in a bigger question: "Is this the future of the music video?"Ad Age Digital A-List: All Things DBlog Thrives by Competing -- Aggressively -- Against Other Blogs, as Well as Parent Dow Jones Flagship Wall Street JournalBy: Nat Ives Published: February 27, 2011You might not think it sounds like a big scoop: A post last Tuesday revealed the date of a tech companys next publicity event.But this one regarded the world of tech, the land of gadgets and the not-insignificant nation of Apple. "Exclusive," the postannounced in the headline, "Apple iPad 2 Event Set for March 2."Digital duo: Founders of the blog, Walt Mossberg and Kara Swisher, have seen their idea pay off in spades.Notch another win for All Things D.Since the brand began as a conference in 2003 and added a news site in 2007, All Things D has become a particular sort ofpowerhouse in the overheated space devoted to tech news. Its part of Dow Jones, so its got that gravitas, not to mention thetalent, reputation and influence: Its first conference attracted speakers including Bill Gates, Steve Jobs and Sergey Brin and LarryPage. But its got the speed and humor of a blog.Its hard to imagine the Journal publishing an article entirely about the date of Apples event to introduce an upgraded iPad inthe first place -- although it might -- but the All Things D post got to write it in a style that the Journal simply doesnt: "Its notclear when Apple will begin sending out its famous invites for the gathering, but I am guessing soon, in order to get the Applefaithful to the proper level of froth."That post was by Kara Swisher, who co-founded All Things D along with another longtime Journal writer, Walt Mossberg, initiallyas just a conference. "Just" a conference, the idea went, but also a good one."We both went to a lot of conferences and we thought they mostly sucked and they didnt have real journalistic value," Mr.Babelfish Articles Nov 2011 Page 114
  • 115. Mossberg said last week. He spoke from his house, where he was testing a competitor to the iPad in his capacity as personaltechnology reviewer. "The Wall Street Journal and Dow Jones had a conference division we didnt know much about. We went tothem and said, Let us do this."This was years ago, of course, before changes in the media landscape forced some variation of "entrepreneur" or "businessdevelopment" onto the modern journalists job description. "They looked at us funny because we were columnists, we werereporters, and that was it," Mr. Mossberg recalled. "To their credit, they let us do it."It may have helped that, even though this was also before "paid content" became a bit of a grail for the news business, tickets tothe first D conference would begin at $2,495 and rise to $2,995. It sold out.The news site, which now pumps the All Things D brand into the ecosphere every day all year, took a little longer to sell. But thetech space was crawling with upstarts of varying degrees of quality. The Journal was missing an opportunity."Id seen a lot these blogs, especially these tech blogs, which were just not done by professionals with standards and ethics," Ms.Swisher said, minutes after posting her iPad 2 event exclusive. "It irked me that they did so well."The "previous administration" at Dow Jones, meaning those in charge before the Bancroft family sold to News Corp. for more than$5 billion, didnt leap on the blog idea as quickly as it green-lit the conference, Ms. Swisher said."It took awhile to explain blogs to a mainstream media company," Ms. Swisher said. "We started with the conference, which wasimmediately profitable, which they get. Eventually we had such a well-known brand we could kind of explain what we wanted todo with the web."The site went live in April 2007, coincidentally right around the time Rupert Murdoch was making the Bancrofts an offer. It beganwith four writers: Mr. Mossberg and Katherine Boehret, who also continued to write for the Journal; Ms. Swisher; and JohnPaczkowski. Peter Kafka, focusing on the media piece of the tech world, joined in October 2008. And however far and fast lastweeks iPad 2 exclusive traveled, the site has often produced meatier scoops. Traffic is on the rise, averaging 1.4 million visitors amonth last year, up from 887,000 in 2009, according to All Things D.The conference has, meanwhile, become a tech touchstone of its own. You may have seen the video of Facebook CEO MarkZuckerberg sweating and blinking as he struggled to answer questions about user privacy at D8, the eighth D conference, heldlast summer. The ninth iteration of the D conference, this May 31 through June 2, sold out weeks earlier than anticipated.Standard ticket price: $4,795. Sponsors include Microsoft, Lenovo, Qualcomm, Ricoh, Advanced Micro Devices and NYSE Euronext.Its less clear, because Dow Jones wont say, whether the site is profitable in its own right. While the conferences, including thefirst D: Dive Into Mobile conference last December, benefit from dual revenue sources of attendees and sponsors, the site hasonly ad sales. Dow Jones points to recent hires at All Things D as a sign of the sites strength, including Ina Fried on all thingswireless, Tricia Duryee on e-commerce and gaming, Liz Gannes on social media and Arik Hesseldahl on the enterprise beat, allnew since October."We really dont talk about profitability, but sometimes actions speak louder than words," said Kelly Leach, senior VP-strategy forDow Jones. "The fact that Dow Jones felt strongly enough about the site to essentially double down and make a significantinvestment in the journalism, that was done because theres a belief that this can be an even bigger contributor, that this has thepotential to scale in a way that the conference cant."Ad Age Digital A-List: Buddy MediaSucceeding at Bringing Big Business to Big Brands via Worlds Biggest Social Network, CEO Mike Lazerow Knows Its Good to BeFacebooks BuddyBy: Michael Learmonth Published: February 27, 2011Back in 2007, when Facebook was only a few years removed from being called "The Facebook" and had a mere 20 million users toMySpaces 150 million, Buddy Media CEO Mike Lazerow made what seemed a risky bet. Even though it appeared that there wouldbe multiple winners -- or at least multiple players -- in social networking, Mr. Lazerow went long on the startup from Palo Alto.Babelfish Articles Nov 2011 Page 115
  • 116. Michael Lazerow: How do people vote? With their money and with their time.Why? Unlike MySpace, Facebook shared its source code with developers, meaning companies could build real businesses on theplatform. What sealed the deal was when Facebook launched "Pages" in 2009, which allowed brands to have a presence on thenetwork beyond individual apps."It was by no means a done deal that Facebook would emerge, but that opening would fundamentally change consumerrelationships with each other and with brands," Mr. Lazerow said.Buddy stopped building apps altogether and started building software. It was a big shift -- a "pivot" in startup parlance -- butthe idea that people would interact with branded apps was flawed. But with "Pages," Facebook became a much friendlier placefor brands.What happened in the intervening years no one could have predicted: Facebook ballooned to 650 million users worldwide,including 150 million in the U.S. Today it accounts for 12% of all time spent online in the U.S., and a staggering 23% of all adimpressions, according to ComScore. It has become cliche to call it a "parallel internet"; rather, Mr. Lazerow argues, its a betterinternet, free of the anonymity, abuse, spam, comment trolls and viruses that plague the real web. Indeed, Facebook is the onlymajor web property still in growth mode, and its happening at the expense of all others. "How do people vote? With their moneyand with their time," Mr. Lazerow said. "If you look at the time, people are saying this is the better internet."In short, what looked like a narrow world in 2007 is starting to look like the game, or at least a big part of it. Just as no consumerbrand would consider opting out of a web page, very few would consider opting out of Facebook, which is great for Buddy Media.Buddy isnt an agency, and it doesnt "manage" Facebook pages for brands. Rather, it licenses software so the brands can do itthemselves. If Starwood Hotels wants to help 1,000 of its locations -- whether it be the St. Regis, W, Meridien or Sheraton -- havecompatible pages (they do), Buddy licenses an app for that. Want each to have booking capability? A calendar of events? Ashopping cart? Buddys already built it; its part of the stack.Buddy is working with hundreds of brands and agencies, including eight of Ad Ages top 10 brands. It has raised nearly $40 million,including $5 million from WPP, and has more than 130 employees. There are plenty of other tech enablers for brands on Facebook,such as ContextOptional, Involver and Vitrue (now featuring former Facebook sales chief Mike Murphy as an adviser) but nonewith Buddys client list -- and none with as many Facebook fans (33,000). Thats a lot, as Mr. Lazerow said, for a brand that noconsumer should care about (much less know anything about unless they happen to see one of Buddys ads at JFK).Facebook doesnt earn any money directly from Buddy Media, but all of Buddys clients end up Facebook advertisers to directtraffic to their well-honed "pages." In that sense, Buddy -- and other companies like it -- is actually on-boarding advertisingclients for Facebook, while helping them create something worth advertising about. EMarketer estimates Facebook brought in$1.86 billion in ad revenue in 2010, much of that ($1.12 billion) from small, self-serve clients, meaning big brands are spendingpennies a year to reach Facebooks 150 million U.S. users. Mr. Lazerow believes it is a matter of time before the marketingspending starts to better resemble usage."There is this clarity in the market about what marketers can do," Mr. Lazerow said. "With Twitter, who knows? There is a lot ofuncertainty out there, but with Facebook we know where everyone plays."Ad Age Digital A-List: P&GThe Man Your Man Could Smell Like Is Only a Small Part of Procters Big Digital-Media Plan to Create One-on-One RelationshipsBy: Jack Neff Published: February 27, 2011Babelfish Articles Nov 2011 Page 116
  • 117. Old Spices "responses" campaign of more than 200 rapid-fire videos syndicated through social-media heavyweights last Julygenerated more than 2 billion media impressions and gave Procter & Gamble Co. its greatest exposure as a digital player.Mark BowenStaying ahead: P&G global execs Lucas Watson (front, l.) and Marc Pritchard (front, r.) see Facebook as a supplement to existingonline-relationship programs.But while Isaiah Mustafa may be emblematic of P&Gs muscle flexing in digital media, hes really only the flashiest part of astepped-up digital-marketing effort over the past couple of years under Chairman-CEO Bob McDonald and Global Brand-BuildingOfficer Marc Pritchard. Ultimately, they hope the man your man could smell like is a milestone on the road from mass marketerto fully digitized one-on-one marketer.That path really began when P&G heralded the era of interactive marketing with former Chairman-CEO Ed Artzts 1994 speech andthe Future of Advertising Stakeholders (FAST) conference in 1998. But now the bigger news in digital for P&G seems to lie in thefuture, not the past -- something that looked doubtful only a couple of years ago.Though P&G never walked away from digital marketing, it was keeping the investment alive during the last decade largely viaonline-relationship programs and brand websites. But amid the dot-com-bubble burst and a crisis of its own, P&G in 2000renewed its focus on what Chairman-CEO A.G. Lafley termed "proven media," largely TV and print.Fast forward to 2009, when Mr. McDonald took over, and P&G was again struggling -- not nearly like nine years earlier, buttrailing most rivals on the top line. Mr. McDonald made digital marketing part of his solution, adding a billion new consumers by2015 by all means available, including e-commerce.True, P&G spent only 5% of its $3.2 billion in measured media last year on the internet, according to Kantar Media. But peoplefamiliar with P&G peg that spending in the double digits in the U.S., and possibly as high as 20%.Third-party tracking misses all or much of the spending in some of the biggest, hottest sectors -- including search, video,behavioral targeting, amd mobile -- while sometimes overestimating other media. But even at 5%, P&G has reached a levelwhere its return-on-investment tool of choice -- marketing-mix modeling -- generally can read sales impact from digitalspending.And a handful of smaller P&G brands, including Pepto-Bismol, Braun and Aussie, now have digital media as the biggest piece oftheir marketing plans, Mr. Pritchard said, a big change from the days when TV almost always ranked first even for small brands.Even bigger brands like Secret now have products, such as Clinical Strength, with a consumer base best reached through digital,said Lucas Watson, global team leader for digital-business strategy at P&G.Mr. McDonald, a certified electrical engineer who once wrote an assembly program for the West Point computer system in the1970s, clearly has made digital marketing, like digital everything, a high priority. "Were going to be the most digitized company inthe world," he said in an interview last month."The eventuality of the world," he said, "is a one-on-one relationship with every consumer [which] results in trust, loyalty�allthe things that a brand wants. So the first company in the world thats able to create that one-on-one relationship with theconsumer by definition will win."Babelfish Articles Nov 2011 Page 117
  • 118. The Man Your Man Can Smell LikeOf course, Mr. Mustafa and Old Spice agency Wieden & Kennedy got worn out at around 200 individualized videos. That falls wellshort of the worlds estimated 7 billion population or the 5 billion slice P&G seeks. But Mr. McDonald does have a plan for therest, if still sketchy at this point, and it involves meeting the expectation created by one-to-one marketing "that you cancustomize your product for the person."P&G in fact had such a mass-customization effort a decade ago -- beauty marketer/retailer Reflect.com, launched in 1999 andshuttered in 2005. "One could argue A.G. was ahead of his time" on Reflect, Mr. McDonald said. "But there are degrees ofcustomization we can do today."Its mostly by retail channel now, he said, but he sees that as the fat end of a funnel that eventually leads to Reflect-style masscustomization.Also to that end of individual relationships, P&G is working to keep its lead on most competitors in online relationship programs,having compiled email and website-based programs behind such brands as Pampers and Home Made Simple with membership inthe millions.Last year P&G invested heavily in Facebook marketing to plant relationship programs inside the internets biggest walled garden.It now has at least 15 brands with six-figure Facebook followings, and two -- Pringles and Old Spice -- with 9 million and 1.3million, respectively.While for P&G and many marketers, 2010 was the year of acquiring Facebook fans, 2011 and beyond are for figuring out what todo with them.Mr. Watson and Mr. Pritchard see Facebook as a supplement to the companys existing online-relationship programs, not areplacement. And while its become fashionable among digerati to say Facebook fan counts dont matter and dont guaranteeengagement, they sure dont hurt.Take Secret deodorant, with more than 775,000 "likers." Earlier this month, the brand looked to engage them with "Mean GirlsStink," an anti-bullying Facebook app from IMC2, Dallas, that, among other things, lets users analyze their own updates formeanness and write kind graffiti on the walls of friends. In less than two weeks, the app had been downloaded more than250,000 times and had nearly 80,000 likes of its own, fueled by substantial blog coverage in addition to Secrets fan base.P&G also has been using its Facebook pages for e-commerce, led by Resource Interactive, Columbus, Ohio, and Pampers, whichanchors the effort, fulfilled by Amazon. Its one of a growing number of initiatives P&G has undertaken in the past year to fuelgrowth in an e-commerce channel it had put mostly sporadic effort behind in the prior decade, after a first wave of e-commerceefforts met with disappointing results.P&G last year also opened its own e-store last year, which got more than 150,000 visitors last month, per Compete, and steppedup efforts across many other sites linked to click-to-buy buttons on most brand websites. The company still gets less than 1% ofsales from e-commerce, but Mr. Watson points to the fact that Amazon, thanks in part to its acquisition of Diapers.com ownerQuidsi, now ranks among the top 10 retailers for Pampers -- an e-commerce staple that gives the company a platform forgrowing online sales of other brands.Digital marketing and e-commerce are increasingly integrated at P&G. The e-business unit Mr. Watson leads reports both to Mr.Pritchard and Alex Tosolini, former head of North American laundry who became P&Gs first VP of e-commerce last year.Not everythings gone P&Gs way in digital and social media, of course. Witness the revolt among around 11,000 Facebook usersover Pampers Dry Max diapers led to much broader mass-media coverage last year. But digital was also part of the solution. Thebrand bought search ads against the terms "Pampers and rash" to highlight the Consumer Product Safety Commission finding nolink between the diapers and rashes and embedded videos of R&D executive Kerri Hailey into product displays at Amazon andother e-tailers."The bottom line is that we have extended digital marketing to multiple brands around the world," Mr. Pritchard said. "PeopleBabelfish Articles Nov 2011 Page 118
  • 119. have caught onto the digital wave and are making it an integral part of brand building."Ad Age Digital A-List: FlipboardAfter a Groundbreaking Year in After Apple Deemed It the iPad App of the Year, Startup Plots Its Next MoveBy: Beth Snyder Bulik Published: February 27, 2011Its safe to say that iPad owners flipped for Flipboard last year. So did Apple, which named it the iPad app of the year, and Timemagazine, which named it one of the 50 best inventions of the year. Flipping out: Founders Mike McCue (l.) and Evan Doll plan to build a model thats really sustainable.Why the love? Because for all the hype about the tablet being the savior of traditional media, the innovations of traditional printand TV content providers have largely been simply what youd expect they would look like, re-created for the new devices. Ittook an outsider to try a fresh approach.Launched last summer, Flipboard created a "social-media magazine" that turned tweets and Facebook posts into content, anddelivered them in beautiful magazine layouts on a digital, swipeable interface. With a year-end update, Flickr and Google Readerwere added to the lineup, along with additional social-media capabilities.The startup is beginning to address some of the concerns it ushered in, namely about how Flipboard aggregates content withoutpublishers consent and what happens to the accompanying advertising, as well as its own revenue plans. Its been testingFlipboard Pages since December with content deals across eight media partners including ABC News, News Corp.s All ThingsDigital, Conde Nasts Bon Appetit, Lonely Planet and the Washington Post Magazine. Flipboard worked with each to create customlayouts for full-article content, and includes ads around those articles. Initial advertisers include Pepsi, Gatorade, Infiniti andLevis and publishers get a revenue share.With $10 million in initial funding, Flipboard has plenty of time for trial and error. Flipboard CEO and co-founder Mike McCue toldBloomberg Television that it has "a couple of years worth of cash in the bank," which allows his team to focus on the userexperience and "do right by the reader and the publisher and build a model thats really sustainable."Ad Age Digital A-List: WikileaksRegardless of How You Feel About Assange, His WikiLeaks Has Changed the Digital Landscape, Destabilizing Governments andCorporationsBy: Simon Dumenco Published: February 27, 2011How you feel about the presence of WikiLeaks on the 2011 Digital A-List may have a lot to do with the extent to which you canemotionally separate the controversial website from its lightning rod of a founder, Julian Assange.Babelfish Articles Nov 2011 Page 119
  • 120. BloombergAssange: He fears assassination. No matter his fate, WikiLeaks alumni and allies vow to carry on.The divide of opinion about the man could not be more pronounced, with some seeing him as an information-freedom fighter(Norwegian parliamentarian Snorre Valen nominated him for the Nobel Peace Prize for exposing "corruption, war crimes andtorture") while others brand him a terrorist (hes "an anti-American operative," says Sarah Palin, "with blood on his hands"). Add inthe personal drama that surrounds him -- including an ongoing Swedish sex-crimes investigation and the fact that he has apenchant for alienating even his closest allies -- and WikiLeaks can seem both overshadowed by, and inseparable from, itsleader.But forget Mr. Assange, the man, for a moment. One thing about WikiLeaks, the organization, is certain: In the past year, itsaltered not only the media landscape, but the digital landscape, and the Digital A-List is about change agents who rewrite therules -- or write their own rules from scratch -- for better or for worse. Governments have been destabilized by WikiLeaks, andgiven that Mr. Assange seems to regard governments and corporations as interchangeably evil, marketers could be next. Forstarters, WikiLeaks reportedly has the potentially explosive contents of a Bank of America executives email archives.Mr. Assange calls himself editor in chief of WikiLeaks -- which is to suggest that WikiLeaks is a publisher, and thus subject to thepress protections afforded by various Western governments. In reality, it was WikiLeaks partnerships with traditional publishingorganizations willing to package and promote its leaks as page-one-worthy material -- including The Guardian and The New YorkTimes -- that arguably gave WikiLeaks much of its heat in 2010.Its perhaps more useful, then, to think of WikiLeaks as a technology platform: a way for parties in possession of sensitivedocuments to make them public in a way that is indelible and anonymous. Or, as WikiLeaks puts it, "an uncensorable system foruntraceable mass document leaking."The paradox of WikiLeaks is that it uses ultra-secrecy -- including so-called onion routing, which cloaks packets of data inmultiple layers of anonymity as they traverse the web -- to destroy secrecy. The onion becomes a Pandoras Box.As for the fact that U.S. Army Specialist Bradley Manning is being held in solitary confinement awaiting a possible court martialon suspicion of passing classified government materials to WikiLeaks? That stems largely from the testimony of a computerhacker who claims that Mr. Manning bragged to him about his alleged crime of espionage. Remarkably, in January, NBC Newsreported that "investigators have been unable to make any direct connection" between Mr. Manning and Mr. Assange and thatthere is "apparently no evidence he passed the files directly to Assange, or had any direct contact with the controversialWikiLeaks figure."Combine that untraceability with an elusive, border-crossing (and thus legal-jurisdiction-defying) technological backbone withhundreds of duplicate or "mirror" sites spread out across the globe, and WikiLeaks begins to seem like the ultimate unstoppableforce on a perpetual collision course with (formerly) immovable objects -- specifically, governments and corporations.Governments have, thus far, been unable to stop WikiLeaks; corporations are likely to be just as impotent.As for the Bank of America emails, nobody -- possibly not even Mr. Assange -- knows just how revealing and damaging they maybe. But its telling that pro-WikiLeaks hackers have already released internal emails from computer security firm HBGary Federal,which helped put together a proposal for the law firm Hunton & Williams, which works for Bank of America. It was called "TheWikiLeaks Threat," and it was a plan for bringing down WikiLeaks. Nice try, fellas.In fact, the future of WikiLeaks itself may be beside the point. The organization depends on a worldwide network of volunteersand donors, and Mr. Assange seems to have pissed off a good number of them, including his former deputy, Daniel Domscheit-Babelfish Articles Nov 2011 Page 120
  • 121. Berg. WikiLeaks alumni and allies seem eager to carry on Mr. Assanges legacy, regardless of whether or not hes prosecuted (or,as he fears, assassinated). For instance, Mr. Domscheit-Berg, when he wasnt working on his just-released tell-all, "InsideWikiLeaks," was preparing for the launch of WikiLeaks alternative OpenLeaks. As he explained it to The New York Times,OpenLeaks will "provide the technology to be able to receive documents and to protect the sources that send those documents,and it will provide that technology to existing organizations, like nongovernmental organizations and media entities and maybelabor unions or special interest groups."Regardless of Mr. Assanges personal fate, what matters is the WikiLeaks Effect: a growing awareness, among both self-styledwhistleblowers and saboteurs, that they now have multiple frictionless options for releasing sensitive information to the world.As for deciding what that new reality could or should do to your corporate culture, start by asking yourself some questions:What would happen if a certain email or memo youve written were widely disseminated outside your company? And: What elseis on your hard drive (or in your cloud), and who, other than everybody in your IT department, has ready access to it? RSS feed of comments Comments Allan Johnston Albany, Al # 1 - Feb 27, 2011 6:39 PM start by asking yourself some questions: Is what Im doing ethical and fair and reasonable to my fellow man. Everyone wants it: RESPECT about RESPECT: RECOGNIZE the inherent worth of all human beings. ELIMINATE derogatory words and phrases from your vocabulary. SPEAK with people – not at them…or about them. PRACTICE empathy. Walk awhile in others’ shoes. EARN respect from others through respect-worthy behaviors. CONSIDER others’ feelings before speaking and acting. TREAT everyone with dignity and courtesy. +2 0 Reply Currie Jean Windsor, ON # 2 - Feb 28, 2011 10:28 PM "...given that Mr. Assange seems to regard governments and corporations as interchangeably evil..." Unchecked secrecy may encourage conspiracies to grow too large, which allows for abuses, but I dont think Assange has ever equated that with such an antiquated concept as evil. That WikiLeaks uses secrecy to destroy secrecy becomes less paradoxical when we remember the balancing act taking place: one persons identity is hidden and unrecorded, in order to expose facts about an entire (overlarge) corporation or government. I love this articles last paragraph. :) +1 0 Reply Lisa Merriam New York, NY # 3 - Mar 03, 2011 10:00 PM Publisher or tech platform, hero or traitor, Assange and Wikileaks are a harbinger of things to come for brands (and governments): http://merriamassociates.com/2011/01/brands-fight-wikipanic-by-being-wikiready/ 0 Reply Peter Scott-Smith Long Preston, # 4 - Mar 11, 2011 5:03 AM Corruption misdemeanour and vested interests flourish beneath the carapace of secrecy imposed by quasi-democratic governments such as the US and UK. Think its bad now? Just wait until tomorrow! For glimpses into the year after next and beyond, www.marketingtomorrow.com delivers the future for media and marketing. 0 Reply GABRIEL BEAR gabrielbear.com, KY # 5 - Apr 21, 2011 1:24 PM at the heart of the wikileaks discussion is an emerging paradox that needs explored and resolved: if google, facebook (or apple) can assert that no moral person will desire privacy or secrecy, then how can any quasi person such as a corporation or government assert such a desire? is assange an unpleasant bit of self-absorption? if so, he joins charlemagne, columbus, henry viii and other cartographers of the social map.Ad Age Digital A-List: AndroidBattle Royale: How Googles Mobile Software Sent a Jolt Through Smartphone Industry and Knocked Apple off Its No. 2 PerchBy: Kunur Patel Published: February 27, 2011Last year, Apples iPhone finally found its foe in Android. Thanks to its open-development strategy and presence on multiplehandsets and multiple carriers, Googles mobile software quadrupled its U.S. smartphone market share in 2010 and dethronediPhone as the No. 2 operating system after Research in Motions BlackBerry, according to ComScore. The software is on more than67 million handsets sold around the world last year, according to Gartner.Babelfish Articles Nov 2011 Page 121
  • 122. Andy Rubin: Its unclear yet if Android is a material business, but the Google mobile chief says its profitable.Android (after Apple, of course, to give credit where its due) has been an overwhelming force in making smartphones mass. Justas Android was picking up steam last year, prophetic Morgan Stanley analyst Mary Meeker declared the next sea change indigital: More people would access the internet through mobile than desktops in just a few years.Android can also thank No. 1 U.S. wireless carrier Verizon for catapulting the platform. Verizons $100 million marketing push for itsDroid line of Android devices in late 2009 kicked off the first major wave of sales that has continued as more carriers around theworld offer Android phones.For Google, it remains to be seen if Android is a material business, but according to Andy Rubin, the companys mobile chief, itsprofitable.Regardless, more people using Android phones means more people searching and launching apps -- and more ad impressions forGoogles other bet in mobile, ad network Admob.Mobile developers are also starting to emerge from their iPhone obsessions to create apps for Android. The Android Market nowcounts more than 100,000 apps and is finally gaining ground Apples on 350,000-strong App Store. Even marketers that were onceall-Apple-all-the-time when it came to apps are paying attention."The big thing about Android for clients is reach and that youre not just stuck to Apple," said Derek Handley, CEO-cofounder of theHyperfactory, a Meredith-owned mobile agency. "Apples day in the sun as a device monopolizing consumer behavior andmarketer mindshare is finally over."Ad Age Digital A-List: KinectMicrosoft Invited Gamers to Drop Controller and Get off the Couch, but Interface Has Potential Use for Medicine, Education,Advertising and BeyondBy: Beth Snyder Bulik Published: February 27, 2011Microsoft Kinects advertising lure of "You are the controller" appealed to many remote-weary households this holiday. About 8million of them, in fact, in just the first 60 days after its November launch.Of course, a $500 million launch budget with co-marketing brand partners such as Pepsi, Kellogg, and Burger King didnt hurteither. But all said, it wasnt the marketing blast that propelled Kinect to the Digital A List (Microsoft is no stranger to massiveproduct launches; evidence the reported $500 million launch marketing budgets also for Vista and Windows Phone 7) but thepersonality of the product, along with its positioning and potential.Kinect took the idea of motion-sensitive gaming, launched successfully by Nintendo with its Wii console in 2007 and advanced it,not only by adding more gaming "wow" but also by cultivating the potential to go beyond gaming. Reviewers couldnt hide theirdelight at the ability to control game play with simple gestures and voice commands.And that "natural user interface," as Microsoft calls it, has been hacked and hailed for its possible uses beyond the gaming world,from medicine and education to advertising and e-commerce. Coming this spring is a Microsoft-sanctioned Kinect for Windowssoftware developers kit for noncommercial use, allowing "academic researchers and enthusiasts" inside access to KinectBabelfish Articles Nov 2011 Page 122
  • 123. technology. (A commercial version is in the works for an undecided later release.)As Steve Clayton, editor at Microsofts Next at Microsoft blog, wrote: "The possibilities are endless. Natural and intuitivetechnologies such as Kinect can be more than just a great platform for gaming and entertainment. They open up enormousopportunities across a wide variety of scenarios, including addressing societal issues."But just as important -- for now, anyway -- is that Kinect has revitalized the aging five-year-old Xbox 360 console. Not onlydoes it give Xbox 360 owners an innovative way to play, but it gives potential gamers interested in the hands-free technology areason to buy Xbox 360 consoles. Xbox 360 was the only console to see an increase in sales for year-over-year sales inDecember 2010, and it was a hefty 42%, according to Microsoft.Kinects 8 million in consoles sold during the holidays is not only 5 million more than Microsofts initial prediction of 3 million, butalso comparatively brisk when looking at other top-selling tech products first 60 days, such as Apples iPad (2 million) andiPhone (less than 1 million), and the motion-sensitive predecessor Wii, which sold more than 3 million during that time.Of course, those are a bit apples-to-oranges comparisons -- Kinect is an accessory, less expensive and not a brand-new productcategory with breakthrough hurdles to overcome like the others. However, it is still an undeniable out-of-the-gate success.Ad Age Digital A-List: Virgin AmericaA Rarity for Its Industry, Airline Has Attracted a Fervent Fan Base, Flying on the Wings of Strong Twitter Presence, GrouponPartnership and Onboard Digital OfferingsBy: Michael Bush Published: February 27, 2011By far, the most impressive feat Virgin America has managed to pull off in its four-year history has been getting people psychedabout flying again.The airline has developed a following whose passion rivals that of Apples acolytes. And while a fervent fan base is nothing newto consumer-electronics or consumer-packaged-goods companies, its a bit of a rarity for the airline industry, which tends to behated by most for any number of reasons, including long security lines, baggage fees and inadequate legroom.But if you wanted a sense of just how enthusiastic Virgins customers are about the brand and how pumped it has travelersabout flying, you needed only to scan Twitter earlier this month when the airline announced it would in May start offeringflights to Chicago from Los Angeles and San Francisco. Excited travelers tweeted their thanks for the news and that they hadalready purchased their tickets or were about to. The tweets also praised Virgins brilliance for announcing the route inconjunction with a special Groupon-ticket offer, which sold out in 15 minutes.Porter Gale, VP-marketingThe partnership with Chicago-based Groupon demonstrates Virgins digital- and social-media prowess and knack for stayingahead of the curve. Its often not just the first in its category to employ new technologies -- its often the first in any category.Porter Gale, Virgins VP-marketing, said the company is constantly on the lookout for new players entering the social-mediaspace. "Its the DNA of the company, and our guests love the fact that we have shown them respect by reinventing the airlinemodel," Ms. Gale said. "We started with product delivery and complemented it with great service and things other airlines werentthinking about like mood lighting, Wi-Fi across the entire fleet and food on demand. All of those things tell our guests that werespect them and want them to have a better flight. Thats what instills their passion."The digital savvy it exemplifies in its marketing mirrors the importance the carrier places on the in-flight digital experience.Virgin America launched with more onboard digital goodies than any other domestic carrier, from seat-back gaming and instantmessaging to plugs at every seat, something that endeared it to the tech-influencer crowd that quickly jumped on its SanFrancisco-to-JFK route. Ms. Gale and Virgin dont have any plans of banking on all that goodwill and becoming less aggressive orBabelfish Articles Nov 2011 Page 123
  • 124. experimental in its use of digital media."We are already looking at the next generation of our product and how will it evolve," Ms. Gale said. "In the future, you will seesome next-generation advancements with Red, our entertainment system, additional personalization, more social-mediaintegration and incorporating Wi-Fi into the seat backs. That alone says to me that we are focused on constant innovation andmoving our airline forward."And upward.Ad Age Digital A-List: GrouponSuper Bowl Gaffe Aside, Newest Digital Darling Enjoyed an Explosive Year, Growing Globally and Telling Google Thanks, but NoThanksBy: Kunur Patel Published: February 27, 2011With all the ink dedicated to Groupon over the last year, its almost unnecessary to extol its virtues here. But, considering thenewest digital darling is already profitable and presenting the hottest thing for small business since the Yellow Pages, we caneven forgive its mammoth Super Bowl gaffe. Deal makers: Groupon C0O Rob Solomon, left, and founder and CEO Andrew Mason have lotsto smile about.In a little more than two years, the Chicago-based company has amassed 60 million users in 42 countries, and its already turneddown a $6 billion bid from Google. Most important its shown that there is, indeed, another way to skin the small-business cat toget at the sectors billions in marketing spending.Online ad spending for small and medium-sized U.S. businesses will grow 20% over the next five years, according to BorrellAssociates. But local online promotions budgets -- including couponing, loyalty programs and deals -- is expected to explodefrom $566 million in 2010 to $8.2 billion in 2015. And Groupon is riding the trend, said Larry Shaw, VP-research for Borrell, onethats especially relevant for small business, which is Groupons sweet spot.The group-buying site has also wrangled national advertisers in the past year, but those deals are just gravy, a Grouponspokeswoman once told Ad Age. With annual-revenue estimates ranging from $800 million to $2 billion, Groupon is undoubtedlya giant. In its Gap deal alone, it is estimated to have split $11 million with the retailer.To keep its explosive growth going, Groupon has recently enlisted the help of adland. While its first Super Bowl ad from CP&Bwas eventually pulled after the campaign was called offensive, Groupon has since launched a replacement ad thats running inprime time. Its also working with Euro RSCG for customer-relationship management on both the coupon-buyer and merchant-retention fronts.And, like other recent sensations such as Facebook, Groupon is showing early signs of thinking outside its own website. Itlaunched a partnership with the price-comparison app ShopSavvy to include Groupon offers in its "deals" tab, meaning Groupon isstarting to bubble out from email, its site and apps into other corners of the internet. RSS feed of comments CommentsBabelfish Articles Nov 2011 Page 124
  • 125. John Kagia Reston, VA# 1 - Aug 31, 2011 4:46 PMJust re-read this, a few months after it was posted. I wonder whether the outlook is as rosy now that we know Groupon *isnt* profitable, andlikely wont be for another couple of years. And that major players, incl. Facebook, are walking away from the local deal space as they discoverthat there isnt a clear path to profitability...IPA Effectiveness Awards 2011Rewarding campaigns that demonstrate payback of marketing communicationsRecognised as Adlands most rigorous awards scheme, entrants have to prove that their communications strategies have worked in hardbusiness terms. McCain: Driving a Wedge between chips, chips and more chips Simon Harwood, Institute of Practitioners in Advertising, Bronze, IPA Effectiveness Awards, 2011 McCain Wedges lacked a distinctive identity among UK consumers beyond the occasional alternative to oven chips. View Summary Summary McCain Wedges lacked a distinctive identity among UK consumers beyond the occasional alternative to oven chips. McCain therefore needed to grow the Wedges brand but in a way that didnt cannibalise chip sales. Research unveiled a correlation between Wedges purchase and items bought for barbeques. Taking into account Britains unpredictable weather, McCain created sunshine-activated executions that were only initiated when the weather forecast looked good. To extend activity beyond the summer months, they also sponsored several movie channels. The thermally activated media and film activity delivered an ROMI of £2.85 and £4.37 respectively. Penetration of Wedges now stands at one in five of all UK households, with frequency at an all time high. Ovaltine: Small slice, big pie - how moving from a milky sleep aide to a daytime break drink paid dividends for Ovaltine Ric Nicholls, Institute of Practitioners in Advertising, Gold, IPA Effectiveness Awards, 2011 This case shows how Ovaltine moved from being second (of two) in the UKs malted sleep aide market to gain over 1% of the £1.65bn daytime hot drink market. View Summary 14 Summary This case shows how Ovaltine moved from being second (of two) in the UKs malted sleep aide market to gain over 1% of the £1.65bn daytime hot drink market. Faced with a category in steep decline, Ovaltine needed to recruit younger drinkers and enter a new market space. Using a sixmonth sponsorship of ITV3 daytime and various creative solutions, Ovaltine established itself in a different occasion and grew rapidly as a consequence. It has been estimated the campaign will generate up to £1.12m in additional gross profit in the long term, resulting in a ROMI of 5:1. In this hugely mature category, the judges admired the courageousness of the repositioning of such a well- known brand against a new occasion and the positive ROI achieved in the face of significant competitor investment. Marie Curie Cancer Care: How Marie Curie Cancer Care benefited from using advertising to ask people to collect money rather than simply give money Anna Hutson and Jane Dorsett, Institute of Practitioners in Advertising, Gold, Best Newcomer, Best New Learning, IPA Effectiveness Awards, 2011 Marie Curie, the UK charity supporting cancer sufferers and their families, was facing enormous pressures on charitable giving. View Summary 15 Summary Marie Curie, the UK charity supporting cancer sufferers and their families, was facing enormous pressures on charitable giving. It therefore redeployed a small part of its 2010 advertising budget to ask people to collect money for their Great Daffodil Appeal, rather than simply give money. Celebrity supporters produced two radio executions and online content, asking the public to sign up an hour of their time to collect, recruiting an extra 5,219 collectors. These collectors generated an additional income of £634,583, delivering a payback of £2.45 for every £1 spent. This equates to an extra 8,808 nursing hours for the terminally ill, thus enabling 228 patients to spend their final days at home. Rubicon: Crossing the Rubicon Debbie Spence and Tim Clyde, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 This multicultural marketing campaign took Rubicon, an ethnic soft drinks brand (traditionally targeting Asians and Black Caribbeans living in the UK), to a new mainstream audience. View Summary 16Summary This multicultural marketing campaign took Rubicon, an ethnic soft drinks brand (traditionally targeting Asians and Black Caribbeans living in the UK), to a new mainstream audience. Logistically, Rubicon achieved this by targeting mainstream stores - rather than corner stores - around the UK. Moreover, the campaign creative was based around a sport that united Rubicons core ethnic audience and the mainstream audience: Twenty20 cricket. Activity was based around the brands sponsorship of TV broadcasts of the Twenty20 world cup. This was supplemented by a standalone TV spot, online banner ads and POS displays in stores. Post-campaign, the brand achieved YOY growth of 68%, compared to total soft drinks market growth of 7%. Marmite XO: Cult Classic - How the Marmarati launched Extra-Old Marmite using only earned media Nathan McDonald, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 This social media-led campaign was based around the Marmarati - an "exclusive" online club that promoted Marmite XO, a limited- 17edition variant of sandwich spread Marmite. View Summary SummaryBabelfish Articles Nov 2011 Page 125
  • 126. This social media-led campaign was based around the Marmarati - an "exclusive" online club that promoted Marmite XO, a limited- edition variant of sandwich spread Marmite. Analysis of online buzz about brands, had revealed a cohort that was obsessive about "collecting" special editions. During the development of the sub-brand, web users were encouraged to try to become members of the Marmarati, but entry criteria were deliberately tough. Input from members of the society informed the products development (its packaging design, for example); 200 "prototype" jars were then sent out to members prior to the retail launch. Online comments about the campaign reached 2.4m readers. The lasting result is the creation of the Marmarati community: loyal brand advocates available to help launch future products. Johnnie Walker: Black Label Brand Ambassador Program Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 This campaign increased brand loyalty and affinity for Johnnie Walker in China. The category was highly competitive with weak brand loyalty and a general lack of taste preference. View Summary18Summary This campaign increased brand loyalty and affinity for Johnnie Walker in China. The category was highly competitive with weak brand loyalty and a general lack of taste preference. The target audience were wealthy males aged 25 to 45 years old. The campaign centred around events, with trained female Black Label Brand Ambassadors placed in fashionable bars and clubs to talk to drinkers about the brand - building their knowledge. The team identified influencers and turned them into ambassadors for Johnnie Walker. The campaign achieved 171% beyond initial target for direct sales. Department of Transport motorcycle safety: Named riders Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 This paper describes a novel approach to motorcycle safety communication, involving a unique behavioural change model. View Summary Summary19This paper describes a novel approach to motorcycle safety communication, involving a unique behavioural change model. The campaign, for the UK Department for Transport, helped to change attitudes and claimed behaviours amongst key audiences by humanising motorcyclists to those most likely to cause them harm. The strategy was informed by recent research by psychologists showing that drivers suffered from inattentional blindness - "a situation in which a stimulus that is not attended is not perceived, even though a person is looking directly at it" - with regards to motorcyclists. The media strategy included TV and cinema ads, backed by radio and online. DfT claims that the campaign helped to change behaviour, with the proportion of survey respondents agreeing that they ‘always look out for motorcyclists’ increasing from 84% to 91% post-campaign. CrossCountry Trains: 2010 Price Freeze Ian Lloyd Jones, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 This campaign, for CrossCountry Trains, used an insight into the recessionary mentality of rail travellers and the application of learnings from behavioural economics to build ROI. View Summary20 Summary This campaign, for CrossCountry Trains, used an insight into the recessionary mentality of rail travellers and the application of learnings from behavioural economics to build ROI. It prioritised two audience segments at very different lifestages: Student Lifestyles and Carefree Retirees. The creative was based around two facts: that CrossCountry trains had frozen advance fares for people who booked online, and that the company wanted to help users find cheap train tickets and would not charge a booking fee. The campaign incorporated TV, Radio and online display. During the campaign, CrossCountry’s year-on-year growth outperformed growth across the industry.Hiscox: How a double bluff doubled our returnsInstitute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011This B2B campaign, for business insurance firm Hiscox, targeted IT consultants in small businesses via a DM pack that explicitlydeclared it had no relevance to a business that was not within the IT industry. View SummarySummaryThis B2B campaign, for business insurance firm Hiscox, targeted IT consultants in small businesses via a DM pack that explicitlydeclared it had no relevance to a business that was not within the IT industry. This "double bluff" - going against the grain of theless-targeted marketing campaigns traditionally favoured by business insurance providers - helped to generate a sense ofexclusivity among the recipients. As a result, the overall response rate more than doubled when compared to previous efforts – goingfrom 0.51% to 1.16%. Smokefree North West: Take 7 steps out James Dawkins, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 Smokefree North West used this campaign to persuade socially disadvantaged people in the north west of England to change their smoking behaviours, by focusing on the dangers of second hand smoke on children. View Summary22 Summary Smokefree North West used this campaign to persuade socially disadvantaged people in the north west of England to change their smoking behaviours, by focusing on the dangers of second hand smoke on children. Smoking levels in general are high in the target region: 23% of people in the region smoke in contrast to the UK average of 21%. The campaign included an above-the-line element (TV spots) with PR road show events. Research suggests that the campaign has worked to exact genuine behavioural change; for example, among those respondents who had seen the campaign, 19% suggested that it had actually made them go outside to smoke.Babelfish Articles Nov 2011 Page 126
  • 127. Anchor Squirty Cream: Every dessert deserves a squirt Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 Anchor Squirty Cream addressed falling sales through a small budget campaign which created a sense of scale and excitement. View Summary23 Summary Anchor Squirty Cream addressed falling sales through a small budget campaign which created a sense of scale and excitement. This paper shows how the integrated campaign was built around a single media property: Britain’s Got Talent, a network TV show. The campaign centred on TV spots in the ad breaks, and also included a online takeover of the show’s homepage, a Facebook application supporting the activity and a free Anchor Cream giveaway on the final weekend of the show. Sales data comparing volume sales for the four months pre-campaign to the four months after launch shows that sales for the total category increased by 16%. Anchor Squirty Cream saw a 20% increase over this time. California Travel and Tourism Commission: Californication of the UK Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 The California Travel & Tourism Commission, Black Diamond and Feather Brooksbank created and implemented a strategy that saw the visitation to the State of California by UK residents increase by 1% against a 4% drop of overall UK visitation to the United States. View Summary24 Summary The California Travel & Tourism Commission, Black Diamond and Feather Brooksbank created and implemented a strategy that saw the visitation to the State of California by UK residents increase by 1% against a 4% drop of overall UK visitation to the United States. The campaign carefully selected media to drive people through the customer journey and use them in ways that differentiated the state from other tourist destinations. The resulting advertising campaign that made use of Californias "star quality", through celebrity-packed TV advertising, traditional press advertising and running an online promotion to award a member of the UK audience a place in a TV ad. Doro Mobile Phones: Brilliantly simple Dick Lumsden, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 Doro AB is a Swedish company that has pioneered the design of telephones for use by people with sensory impairments such as eyesight, hearing and touch. View Summary25 Summary Doro AB is a Swedish company that has pioneered the design of telephones for use by people with sensory impairments such as eyesight, hearing and touch. With this mass marketing campaign, Doro built brand awareness in the UK among its target audience of older people and subsequently achieved a market share of just under 1% of total GSM mobile handset sales in the UK. TV was the primary channel for the campaign, complemented by online display ads and a PR effort. For a relatively modest outlay in respect of creative, production and media costs, Doro achieved an ROI of approximately 4:1. Panasonic Toughbook: When the going got tough. Toughbook turned to digital Gail Sinden, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 This pan-European search and digital display advertising B2B campaign helped to build brand awareness of the Panasonic Toughbook - a laptop PC that was reinforced to take the stresses and strains of the workplace - as well as drive traffic to the campaign website, generate leads and reduce cost per response. View Summary26 Summary This pan-European search and digital display advertising B2B campaign helped to build brand awareness of the Panasonic Toughbook - a laptop PC that was reinforced to take the stresses and strains of the workplace - as well as drive traffic to the campaign website, generate leads and reduce cost per response. As the existing market leader, the advertiser wished to reach new customers in new markets, such as central and eastern Europe. The target market was IT buyers (the core demographic) and "end users" - architects, construction workers, and so on. Results show a 30% growth in unit sales and 122% year-on-year improvement in the number of responses. Liverpool ONE: a celebration of style and success Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2011 Liverpool ONE is a UK leisure destination which opened for business in 2008. This campaign built awareness of the venue among high value shoppers living across the north west of England. View Summary27Summary Liverpool ONE is a UK leisure destination which opened for business in 2008. This campaign built awareness of the venue among high value shoppers living across the north west of England. The campaign fought against a general trend of declining footfall in the regions shopping areas. It was the first creative manifestation of Liverpool ONEs big idea: A Celebration of Style. Accordingly, the target was "fabulous" ABC1 female shoppers. The media mix included regional TV and commercial radio spots, which took on a festive theme in the run-up to Christmas. Post-campaign, Liverpool ONE beat national sales growth figures of 4.2% with a 19.07% increase in YOY sales.Babelfish Articles Nov 2011 Page 127
  • 128. Stat of the Day: Kids Take all the Fun Out of ShoppingNew Data From BabyCenter Shows Moms Are Stressed, Cost-ConsciousBy: Matt Carmichael Published: November 03, 2011Its safe to say that we all know mommyhood changes shopping behavior. Some changes are obvious. "We never used to everset foot in Babies R Us, and now Im there every couple of weeks," said Rosemary, the Howard county mom in Ad AgesConsumer Project. Others are less obvious. "I think I shop less for myself, and I shop more for [my daughter.]" The changes carryover into other categories, such as financial services, hotels and travel and cars (or perhaps minivans.)But for many moms, one change is that it seems to take all the fun out of shopping. Before they have kids, women describedshopping as "relaxed," "impulsive," and "social." Being out with their friends is fun. That all changes when their shoppingcompanion no longer pushes a cart, but rides in one. Moms find shopping "rushed" (258 index compared to general population),"stressful" (188 index), and "overwhelming" (167 index), according new data from the American Mom Report from BabyCenterand ComScore, released exclusively to AdAgeStat.Its no wonder, then, that they do so much shopping online and using mobile -- even while in retail stores. Forty percent haveshopped using a mobile browser in the past 30 days, according to the survey. Theyre all for anything they can do to savetime/effort in the shopping process --- including new tools and new online support communities. Moms were more than threetimes as likely to text a picture of a product before purchasing it.Moms view shopping as competitive in terms of saving and are much more likely to scan a bar code or QR code to savemoney -- even for savings under $5.One final takeaway is that moms tend to be on the leading edge of shopping trends. So even if this isnt your marketspecifically, you might want to pay attention to their behaviors now before you see them in your customers tomorrow. NATHAN GREENBERG MORENO VALLEY, CA # 1 - Nov 03, 2011 11:44 AM Id bet this applies to men and women who shop with their kids. Were dads included? More than 50% of American men aged 18-64 are the primary grocery shoppers in their household. Thats just groceries! We shop with our kids, we buy things for our kids, and were just as rushed.Babelfish Articles Nov 2011 Page 128
  • 129. 0 Reply STACIE OWEN NEW YORK, NY # 2 - Nov 03, 2011 2:32 PM Hi Nathan -- thats an interesting stat on grocery shoppers. Can you share where you found that data? Thanks. 0 Reply Sylvie Shapiro Beverly Hills, CA # 3 - Nov 03, 2011 4:46 PM Hi Nathan, My best friend and I (both working moms) are well aware of this personally. We created an iPad app Foot Fairy to alleviate the stress of shoe sizing and shopping for kids and moms. Foot Fairy measures your childs shoe size automatically on the iPad. You then have the option of directly buying your child shoe size from zappos (or emailing your scan....hint hint grandma/grandpa). Feel free to learn more about it on our website Footfairy.com and/or it can be downloaded from the app store by searching Foot Fairy. thanks, SylvieReflections On Writing 100+ Email Insider Columnsby Loren McDonald, Thursday, Nov. 3, 2011Since 2002 I have written somewhere in the neighborhood of 500 articles and blog posts for various publications. This one ismy 109th Email Insider column.I had planned to use my 100th Email Insider as a milestone to reflect on the previous 99 written over the last five years, firstas a substitute writer in 2006 and then as a regular in 2007. I missed the century mark by a bit, but what the heck.Because I also write for my employers blog and newsletters and for other publications, Ive always tried to reserve EmailInsider for topics that take an industry slant, look at emerging trends or practices or even put mundane email tactics into alarger context. The deeper, tactical and step-by-step approaches I usually save for elsewhere.Im sure I havent always met my goals for this column -- but, regardless of the outcome, I put the same effort into every one.One lesson Ive learned after writing 100+ columns for Email Insider is that columns I hope might generate some conversationusually dont. But columns I write straight from the heart often generate good commentary and discussion, either in thecomments section that follow each column or on Twitter.Some columns resonate long after publication. Ive listed them below, along with my personal awards that explain whytheyre still on my mind:1. Most Difficult to Write: What Would Stefan Say? In the wake of losing Stefan Pollard -- a friend, peer, ex-coworker, guidinglight and just great human being -– I was forced to reflect not just on Stefans life but also my own. For those of you who hadnever met Stefan, I hoped you could understand the impact he had on so many people in the industry.2. Most Engagement: My Name Is Loren. BTW, Im A He This column drew the second-highest number of reader comments onmy column. What I had intended to be a warning to marketers of the danger of making assumptions about customer dataturned into a reader confessional of their own horrid personalization experiences.3. Most Practical: The Unsubscribe Link Location: Top, Bottom Or Both? On this question, which people are still asking, I washeavily influenced by some sage advice from Stefan Pollard at the time.4. Most Needing a Rewrite: Why Arent You Using Double Opt-In? I pushed pretty heavily in favor of the DOI process. Howeverwell-intentioned that I was, very few marketers use this approach.5. Most Passing Fancy: Preview Panes: The New Subject Line I thought I was pretty cool, coming up with the concept ofpreview panes as the "new subject line." But with the explosion of smart phones and mobile devices soon thereafter, I shouldhave updated it with: "From Names: The New Subject Line."6. Most Helpful: Saying Im Sorry: Keys To An Effective Email Correction Process Ive run into a lot of folks in my travels whosaid this column came in very handy when they had an email "oops."7. The Best Lecture: Fake Oops Emails: Stop It Already Yes, mistake and correction emails generate higher open rates. But ifthey arent genuine, they look fishy and devalue the email for legitimate corrections.8. Most Controversial: Why The Open Rate Must Die My feelings on this column havent changed. I dislike the open rate for itsinaccuracy and low value in measuring performance of your email program. But I was surprised at some of the negativereaction from people who thought I was off my rocker.9. Best Use of a Swear Word: Five Lessons Email Marketers Can Learn From @Sh*tMyDadSays No comments necessary.Babelfish Articles Nov 2011 Page 129
  • 130. 10. Most Hubris: The Last Best Time to Send? Article Someone needed to stand up and tell people to stop suggesting there isone best time to send email. There isnt.11. Best Attempt at Creating a New Term: Emails New Role In a World Gone Mocial I coined the term "mocial" for this column todescribe three channels that increasingly work together: mobile, social and local.12. Best Evocation of a Meat-Wearing Pop Star: Email Must Embrace Its Inner Lady Gaga Anyone notice how "email is dying"rants have died down? Email, she got her "poker face" on, baby.Enough of the retrospective. Email Insider readers: What topics or issues would you like to see me write about in the future?Until next time, take it up a notch.LG Brings Ad Capability to Internet-Connected TVBy STUART ELLIOTTPublished: November 1, 2011A LEADING marketer of consumer electronics is adding an advertising capability to its Internet-connected televisions throughan agreement with a video advertising technology company. And a charter sponsor has already been signed to join them.Toyota is the first company to advertise on the new system.Details of the multiyear agreement are to be described on Wednesday by LG Electronics and YuMe, a company that providesvideo advertising services and software. The first sponsor is Toyota Motor Sales U.S.A., which will be promoting the 2012Toyota Camry as part of what the automaker is calling its largest marketing campaign.Among examples of ad placements, a viewer of what LG calls its Smart TV would see ads for the 2012 Camry when browsingthe TV set’s app store or using the search screen.The agreement is indicative of the increasing interest on Madison Avenue in using the online video capabilities of Internet-connected television as an advertising medium as sales of such sets continue to grow.By Christmas morning, said Richard Doherty, research director at Envisioneering, a market research and technical assessmentcompany in Seaford, N.Y., ―just about half of American households will have at least one Internet TV.‖―And about 10 percent will be on their second,‖ he added.A major reason consumers are buying Internet-connected sets, Mr. Doherty said, is that ―they want TV on their terms.‖―Among those under 30,‖ he added, ―Internet TV has become the standard.‖Internet-connected television is also moving beyond early adopters because of lower prices, he said.Babelfish Articles Nov 2011 Page 130
  • 131. ―Internet-optimized TV used to have a $400 to $500 differential‖ in price compared with traditional TV sets, he added, ―butnow it’s about $100‖ more.As Internet-connected television arrives in more living rooms, it is not surprising that marketers and agencies are closebehind.The sponsorship is ―a great opportunity to learn more about the connected-TV space,‖ said Dionne Colvin, national marketingmedia manager at Toyota Motor Sales U.S.A. in Torrance, Calif., and ―build on the knowledge we’ve already gained‖ throughtests.As consumers’ behavior changes, ―we want to design programs and campaigns to speak to them in a way they want to bespoken to,‖ she said.That touches on a point that comes up whenever technology brings new devices and services like Hulu, TiVo and YouTube intohomes: How can advertising be added to the mix without annoying audiences?―It is a challenge,‖ acknowledged John Lisko, executive communications director at the account’s creative agency, which is theTorrance office of Saatchi & Saatchi, known as Saatchi & Saatchi Los Angeles; it is part of the Publicis Groupe.―We’re learning that the more relevant the messaging is for the experience, the better the connection will be with theconsumer,‖ Mr. Lisko said.For instance, a video clip for the 2012 Camry for the LG TV sets could ―have more of a technology message,‖ he added, inkeeping with where and how it will be watched.Executives at LG and YuMe said they were aware of those considerations in drawing up the agreement.―We want the audience to love this TV,‖ said Matthew Durgin, director for the Smart TV content business in North America at LGElectronics U.S.A. in Englewood Cliffs, N.J.―We can’t just go and run amok,‖ he said. ―We have to be tolerant of what the user is willing to accept.‖For example, if a video ad is to play before an app from the TV set’s app store loads, it would run in place of an hourglass iconor ticker — and only until the app was ready to open. And the developer of the app would have to agree to the ad’sappearance.Frank Barbieri, senior vice president for emerging platforms at YuMe in Redwood City, Calif., said his company and LG intend ―totarget ads so they’re more relevant‖ to viewers, using the experience YuMe has accumulated in operating ―an ad platform thatserves 1.5 billion video ads a month for online and mobile.‖If LG and YuMe are to achieve what Mr. Barbieri called ―the power of Internet advertising with the impact of televisionadvertising,‖ the owners of the Internet-connected TV sets must like the free content they can watch in exchange for viewingads.―We really do think this is one of the biggest technological evolutions for television advertising since there was televisionadvertising,‖ Mr. Barbieri said.Although the financial terms of the deal are not being disclosed, YuMe will sell the ad inventory, Mr. Durgin said, and therevenue would be divided among ―us and YuMe and the application providers.‖Mr. Barbieri demurred when asked if YuMe was in discussions with other consumer electronics marketers to include itssoftware with their TV sets.However, YuMe also plans to announce on Wednesday that it has received an investment of $12 million from Translink Capitaland the Samsung Venture Investment Corporation.Samsung Venture is the venture capital unit of the Samsung Group, the No. 1 maker of TV sets; LG is second. Other investors inYuMe include Accel Partners and Intel Capital, part of Intel.A version of this article appeared in print on November 2, 2011, on page B3 of the New York edition with the headline: LG BringsAd Capability To Internet-Connected TV.Babelfish Articles Nov 2011 Page 131
  • 132. TV Advertising Needs Web-like Frequency CappingBy Dave Morgan Thursday, Nov. 3, 2011TV advertising needs frequency capping. The recent availability of large amounts of anonymous set-top-box viewing data fortens of millions of U.S. viewers from companies like Kantar, TiVo, TRA Global and Rentrak has make TV advertising extremelymeasurable, particularly when it comes understanding the specific distribution of ads to each viewing household. TV ads maynot yet be addressable like they are on the Web, but they are becoming similarly measurable in many respects, particularlywhen it comes to actual audience reach and frequency.I recently spent some time digging into the ad viewing data that my company has collected, and was struck by the imbalancein the frequency distribution of ads in most mass awareness national brand campaigns. Surprisingly (to me, at least), thecampaigns for most large reach advertisers tend to deliver an enormous proportion of total ad impressions to a very smallamount of the total audience they reach, and very few ads on average to the majority of the total ads they reach.In the movie category, for example, the campaigns for most wide theatrical releases, which might have a total reach of 75-80% of all TV viewers over the three weeks preceding the film’s release, tend to deliver a full two-thirds of their impressionsto only 20% of the total TV audience. The next 20% tend to get another 20%-25% of the ads, meaning that 85%-90% of allcampaign ad impressions are only going to 40% of the TV audience.This must be because those folks have been targeted as ―frequent movie goers‖? Actually, that’s not the case. When you crossthis ad viewing data with Nielsen’s flags for movie-going habits of those viewers, you find that those 40% are just as likely tobe ―Not Frequent Movie Goers‖ as they are to be ―Frequent Movie Goers.‖ More than one-half of Frequent Movie Goerswatching television tend to see only one or two ads in any theatrical release campaign, while the other half receives anaverage of eight to ten ads in that time period.What is unique about the half of viewers that received so many ads? They tend to be heavy viewers of TV generally, andheavy viewers of broadcast networks in prime time specifically. Many of them see more than 50 ads in each movie campaign,and some more than 100. I don’t know how many ads it takes to make someone aware of a movie opening and give them asense of whether or not they might like it, but it’s got to be less than 50 and more than none (what 25% of the viewersreceived).In my previous life in online advertising, we had a pretty simple answer for that kind of problem: frequency capping. You usedcookies to limit the number of times any particularly browser might see a particular ad on a daily, weekly or campaign basis.While it was far from foolproof, it did have the desired effect of reducing the amount of waste in a campaign by limiting thenumber of ads delivered to the heaviest users of certain sites. TV’s equivalent? Using highly granular direct-measured viewingdata to limit the number of ads shown to shows with redundant audiences, and redistributing those spots to shows addingincremental reach to the campaigns (maybe long-tail networks).Is this likely to happen soon? Certainly not overnight. TV media planning processes change very slowly. However, with thedata now available, and with CFOs and procurement officers pushing marketers and their agencies harder and harder to domore with less, it’s only a matter of time. What do you think? Will we see some form of ―frequency capping‖ on TV?Babelfish Articles Nov 2011 Page 132
  • 133. How To Own The Digital Shopping Aisle This article is by Raj Rao, global director, eCommerce and Digital Marketing, 3MCorporate Marketing.A recent report from Comscore showed that two-thirds of shoppers begin their process online, and the most frequent startingpoint is the retail site itself. And these shoppers are not simply looking at products—they are engaging, connecting andasking questions. They want to understand what their friends liked, what other options are available, and what people likethem ultimately bought.It also turns out that these shoppers are extremely valuable. They have more money to spend – and are more likely to spendit. Nearly half of shoppers who begin their search on retail sites make a purchase in the physical store, while 40% transactonline. Pew Research found that 87% of college grads and 88% of those earning $75,000 or more each year head online toresearch products or services.These numbers are a wake-up call. We are used to thinking of retailers as fellow marketers who spend billions on Facebook,Google, and agencies. The truth is that they’re also premium publishers who are looking to partner with us to build distinctivebrand experiences to influence shoppers and maximize sales conversion.Marketers must rise to the challenge. The solution isn’t banner ads or page take-overs that consumers despise. Instead weneed to do the hard work of true marketing and ask: What is the consumer experience at retail sites, and how can I positivelyimpact this?‖At 3M, we took our time to understand how people shop for our brands at Amazon.com, Staples, Target and Home Depot. Welooked at what things were the most popular – and what delivered the most revenue.And then we got creative about infusing 3M into two areas: product recommendations and reviews.The product recommendations frame is one of the most popular features – and can drive as much as 20% of overall sales on asite: People who looked at this ultimately purchased…or people who bought this, also bought. Through shopping media andour partnership with RichRelevance, we’ve been able to wrap our brand messages around these recommendations in order tobuild relevant brand awareness, and drive influence at the point of highest purchase intent.It works like this: a shopper looking at home furnishings on Target.com will see a recommendation for other kitchen items,cooking utensils and similar items within the product recommendations window. This recommendation window features aFiltrete-branded wrapper that expands to provide shoppers with instant access to a rich media commercial for Filtrete filtersand even a coupon – all when they are in shopping mode.We also invest heavily in customer ratings and reviews because they are used by up to 80% of shoppers to guide purchases.Millions of consumers have shared their authentic opinions about 3M products on our own website and we syndicate thesereviews to our retail partners – allowing customers to get valuable advice about products before they buy. Review volumealso increases conversion for the retailers, so it is a win-win.Both of these strategies bring 3M closer to its customers — and help us learn more about what they want: how they searchfor your brand, how you index against competitors, and more. This information is not available through other brand awarenesscampaigns because the media is not centered on retail.This might not be your path – but you can’t afford to ignore this shift in consumer behavior. Because the battle for the heartsand minds of shoppers is being won and lost deep in retail sites every day, and the brands who get it right will be the onesthat thrive.Babelfish Articles Nov 2011 Page 133
  • 134. Google ensina como bloquear propaganda em links patrocinados03 de novembro de 2011 · 10h14Em nome da transparência, o Google criou uma forma de o usuário dizer não à propaganda indesejada nos links patrocinados,serviço oferecido pela própria companhia, e às mensagens que chegam via Gmail."Nosso sistema de publicidade foi feito para mostrar o anúncio certo para a pessoa certa no tempo certo, por isso ele deveser útil. Estamos tentando trazer o máximo de relevância", informa um post publicado no blog oficial.A página "Preferências de anúncio" foi contruída para explicar por que determinada propaganda é direcionada ao internauta. OGoogle quer "aumentar a transparência" dos resultados de forma a dar ao usuário mais poder de controle sobre a abordageme influência das marcas. Há apenas uma ressalva: o bloqueio não será válido para sites que importam publicidade do AdSenseAlém de possibilitar o veto, o Google comunica quer ser mais certeiro na combinação dos anúncios. Ao clicar no link "Whythese ads", é possível personalizar as mensagens que aparecem na tela. ―Se você pesquisar ‘hotéis’, fizer uma segunda pesquisa do termo ‘viagem’ e, em seguida, uma terceira pesquisa do termo‘Nova York’, a página de resultados da última pesquisa poderá conter anúncios de hotéis em Nova York, com base nacombinação das três pesquisas‖, diz a empresa.Wired Bringing Advertisers and Its Blogs Closer TogetherMag taking unusual step into conversational media By Lucia Moses November 02 2011Photo Source: Ian Coble via Getty ImagesBabelfish Articles Nov 2011 Page 134
  • 135. It may have taken nontraditional publishers like Federated Media to pave the way for ―conversational media,‖ in whichadvertisers mix more directly with the blogging community. But now premium content brands want to get in on the act.A prominent example is Wired, which is running ad-sponsored blogs that let advertisers commingle their messages witheditorial content. One that’s now on Wired.com is Cloudline, sponsored by IBM. It’s edited by Jon Stokes, a Wired freelancerwho’s the blog’s main contributor. But IBM has a big role in it too, with branding on the site and executives contributing posts.Wired publisher Howard Mittman says the topics started as Wired editorial ideas that needed ad support and were notgenerated by the advertisers themselves, as would be the case with much conversational media. (Separately, the magazine isalso publishing some advertorial blogs where the content is driven by the advertisers, currently GE and BMW.)―We’re not creating push-style content; what we’re really doing is trying to create conversations that engage the community,‖Mittman says. ―These are a new way for us to connect brands with consumers.‖Kristin Haarlow, associate media director at digital media agency Spark Communications, says interest in conversational mediahas grown as advertisers have recognized the importance of peers’ opinions in influencing what people buy. The format hasalso evolved to become more dynamic.―This whole space started as running ads within blogs, then targeting those ads to specific content, and now building contentfor brands,‖ Haarlow says. ―It’s getting more customized.‖What Wired’s doing with its customized blogs is notable because high-quality content brands have been slow to venture intoconversational media, according to Haarlow. And some advertisers aren’t fully comfortable with the idea either. ―You lost a bitof control,‖ she explains. ―If you let the blogs do exactly what they’re supposed to do, you open the door to positive andnegative feedback. That’s a risk some brands aren’t willing to take yet.‖Condé Nast has been cautious about experimenting with its luxury brands like Vogue and Vanity Fair, but Wired has a historyof sticking its neck out, which makes it a good guinea pig for experiments like this that could eventually spread to the rest ofCondé. (It was one of the companys first titles to launch a digital edition, for instance.)―The company views Wired as a laboratory for invention,‖ Mittman says. ―It helps provide a template for the rest of theindustry.‖Four Destructive Myths Most Companies Still Live By11:17 AM Tuesday November 1, 2011 | Comments (41)Myth #1: Multitasking is critical in a world of infinite demand.This myth is based on the assumption that human beings are capable of doing two cognitive tasks at the same time. Werenot. Instead, we learn to move rapidly between tasks. When were doing one, were actually not even aware of the other.If youre on a conference call, for example, and you turn your attention to an incoming email, youre missing whats happeningon the call as long as youre checking your email. Equally important, youre incurring something called "switching time." Thatsthe time it takes to shift from one cognitive activity to another.On average, according to researcher David Meyer, switching time increases the amount of time it takes to finish the primarytask you were working on by an average of 25 percent. In short, juggling activities is incredibly inefficient.Difficult as it is to focus in the face of the endless distractions we all now face, its far and away the most effective way toget work done. The worst thing you can do as a boss is to insist that your people constantly check their email.Myth #2: A little bit of anxiety helps us perform better.Think for a moment about how you feel when youre performing at your best. What adjectives come to mind? Almostinvariably theyre positive ones. Anxiety may be a source of energy, and even motivation, but it comes with significant costs.The more anxious we feel, the less clearly and imaginatively we think, and the more reactive and impulsive we become. Thatsnot good for you, and it also has huge implications if youre in a supervisory role.Babelfish Articles Nov 2011 Page 135
  • 136. As a boss, your energy has a disproportionate impact on those you lead, by virtue of your authority. Put bluntly, any time yourbehavior increases someones anxiety — or prompts any negative emotions, for that matter — theyre less likely to performeffectively.The more positive your energy is, the more positive their energy is likely to be, and the better the likely outcome.Myth #3: Creativity is genetically inherited, and its impossible to teach.In a global economy characterized by unprecedented competitiveness and constant change, nearly every CEO hungers forways to drive more innovation. Unfortunately, most CEOs dont think of themselves as creative, and they share with the restof us a deeply ingrained belief that creativity is mostly inborn and magical.Ironically, researchers have developed a surprising degree of consensus about the stages of creativity and how to approachthem. Our educational system and most company cultures favor reward the rational, analytic, deductive left hemispherethinking. We pay scant attention to intentionally cultivating the more visual, intuitive, big picture capacities of the righthemisphere.As it turns out, the creative process moves back and forth between left and right hemisphere dominance. Creativity is actuallyabout using the whole brain more flexibly. This process unfolds in a far more systematic — and teachable — way than weordinarily imagine. People can quickly learn to access the hemisphere of the brain that serves them best at each stage of thecreative process — and to generate truly original ideas.Myth #4: The best way to get more work done is to work longer hours.No single myth is more destructive to employers and employees than this one. The reason is that were not designed tooperate like computers — at high speeds, continuously, for long periods of time.Instead, human beings are designed to pulse intermittently between spending and renewing energy. Great performers — andenlightened leaders — recognize that its not the number of hours people work that determines the value they create, butrather the energy they bring to whatever hours they work.Rather than systematically burning down our reservoir of energy as the day wears on, as most of us do, intermittent renewalmakes it possible to keep our energy steady all day long. Strategically alternating periods of intense focus with intermittentrenewal, at least every 90 minutes, makes it possible to get more done, in less time, more sustainably.Want to test the assumption? Choose the most challenging task on your agenda before you go to sleep each night over thenext week. Set aside 60 to 90 minutes at the start of the following day to focus on the activity youve chosen.Choose a designated start and stop time, and do your best to allow no interruptions. (It helps to turn off your email.) Succeedand it will almost surely be your most productive period of the day. When youre done, reward yourself by taking a truerenewal break.Babelfish Articles Nov 2011 Page 136