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Babelfish Articles Sept 2013-Nov 2013 10-12-13 (Programatic issue)
Babelfish Articles Sept 2013-Nov 2013 10-12-13 (Programatic issue)
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Babelfish Articles Sept 2013-Nov 2013 10-12-13 (Programatic issue)

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  • 1. Articles Sept 2013 - Nov 2013 Brian Crotty Babelfish.Brazil@gmail.com Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 1
  • 2. Summary Changing Lanes: Solving the Decade-Old Problem of Cross-Channel Ad Attribution ................................................................................................................. 8 Cross-Platforms, Crossing Goals for TV and Online Video ................................................................................................................................................................ 9 YouTube's $&@%'n Biden Moment ......................................................................................................................................................................................................... 10 Interpublic Strikes Deals Automating Buys With 5 Media Giants: Covers TV, Radio, Outdoor, Display, Video, Mobile ...................................................12 11 simple, science-backed ways to boost happiness ...........................................................................................................................................................................13 Multi-screen viewing behaviour ................................................................................................................................................................................................................. 15 Time For A Trading Desk? Consider These Factors ........................................................................................................................................................................... 19 Define It - What Is Real-Time Bidding?.................................................................................................................................................................................................. 20 Define It - What Is RTB?............................................................................................................................................................................................................................ 20 Define It - What Is Big Data? .....................................................................................................................................................................................................................21 Define It - What Is An Algorithm? ............................................................................................................................................................................................................23 How Do Companies Make Any Money in Digital? ............................................................................................................................................................................... 25 How RTB Enables Lifestage Marketing ................................................................................................................................................................................................. 26 ROI Measurement For Sponsorships Found Lacking ...........................................................................................................................................................................27 Audience Data Management Is Key To Performance-Based Advertising .....................................................................................................................................27 Brands go it alone on programmatic ...................................................................................................................................................................................................... 28 Mobile usage grows in Brazil ................................................................................................................................................................................................................... 29 Agencies reject RFPs.................................................................................................................................................................................................................................. 29 Australian content marketing grows ...................................................................................................................................................................................................... 29 8 Video Types to Add to Your Content Marketing..............................................................................................................................................................................31 British Airways Billboard Ads Interact With Planes ............................................................................................................................................................................32 Time-shift viewing could be the norm .....................................................................................................................................................................................................32 Confessions Of Agency CTO: Ready or Not, Programmatic Future Already Here .................................................................................................................... 33 Down The Not-So-Transparent Rabbit Hole ......................................................................................................................................................................................... 34 Programmatic Coming To A Living Room Near You ........................................................................................................................................................................... 34 Comcast to target ads to individual subscribers watching linear programming .........................................................................................................................35 Charter, Cablevision exit Canoe Ventures consortium ......................................................................................................................................................................35 Are Programmatic And Branding Mutually Exclusive? ....................................................................................................................................................................... 36 Agencies: RTB Vendors Don't Want Transparency ............................................................................................................................................................................ 36 Brands Swing onto Vine for Advertising ............................................................................................................................................................................................... 36 Cross-Device Tracking Will Expand Mobile Advertising ................................................................................................................................................................... 37 Beyond the Digital Screen......................................................................................................................................................................................................................... 38 Digital To Drive 20% Of Local Media Ad Sales, Hit $23B In 2013................................................................................................................................................ 39 GfK fecha parceria com 4 emissoras .................................................................................................................................................................................................... 40 GfK e TVs assinam carta de intenções .................................................................................................................................................................................................. 41 GfK to Measure TV Audiences: Four broadcasters close deals with the company, which will start offering a service provided exclusively by Ibope at present............................................................................................................................................................................................................................................ 41 Veículos precisam se adequar a novo cenário .................................................................................................................................................................................... 42 GM trabalha pela fidelização dos clientes: De olho no pós-venda, companhia oferece benefícios e aprimora suas ofertas ...................................... 42 Tablet Prices Down, Sales Up; Tablet sales shot up by 228% in 2013 whereas prices fell by price 42% ....................................................................... 43 34% dos brasileiros assistem TV móvel, estima Motorola Mobility ............................................................................................................................................. 44 Brasileiro está assistindo mais de modo móvel, diz pesquisa ........................................................................................................................................................ 44 At Least Half of Marketers at a Loss When it Comes to Determining Marketing ROI .............................................................................................................45 Why planning is the 'hardest job in the agency': insights from the Jay Chiat Awards 2013 .................................................................................................. 46 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 2
  • 3. Nissan’s Passion Genome Maps Shared Likes ................................................................................................................................................................................... 48 Brasil é rígido com publicidade infantil .................................................................................................................................................................................................. 49 What if Details Determined Good Communication? ........................................................................................................................................................................... 49 Mobile Advertising Ecosystem - BI........................................................................................................................................................................................................... 51 Online TV and video to 'take off'............................................................................................................................................................................................................... 51 Facebook Isn't Failing Marketers -- Marketers Are Failing Marketers .......................................................................................................................................... 52 Programmatic buying to triple ...................................................................................................................................................................................................................53 Media convergence challenges marketers ............................................................................................................................................................................................53 Lowdown: Collaborative consumption .....................................................................................................................................................................................................53 J&J shifts ROI tracking ...............................................................................................................................................................................................................................54 Coca-Cola embraces “new school” shopper marketing.....................................................................................................................................................................54 Developments in ecommerce: Insights from Waitrose, Unilever and Amazon.............................................................................................................................56 2013: The Breakout Year for Mobile Measurement - What every marketer needs to know about push notifications, SMS and mobile email messaging in 2013....................................................................................................................................................................................................................................... 58 Please Don't Stereotype Your Personas .............................................................................................................................................................................................. 64 D-Day: The Cookie is Crumbling ..............................................................................................................................................................................................................65 ANA Survey: Half Of Media Budgets Will Be Multiscreen In Three Years ................................................................................................................................... 66 The Myths And Realities Of Advertising Algorithms ......................................................................................................................................................................... 67 Most digital ads are unseen ..................................................................................................................................................................................................................... 70 Ad-tech eco-system confuses marketers ............................................................................................................................................................................................. 71 013 Digital marketing is "almost dead"................................................................................................................................................................................................... 71 Three-screen use grows among affluent ...............................................................................................................................................................................................72 Brand journalism: Brand narrative ............................................................................................................................................................................................................72 5 PPC Iterations You Ignore at Your Peril ............................................................................................................................................................................................ 74 2013: The Year of the Touchscreen PC .................................................................................................................................................................................................75 Big Data vs. Better Data: Marketing Beyond Hunting & Gathering ............................................................................................................................................... 76 Stop Whining About Real-Time Marketing............................................................................................................................................................................................ 77 From achieving video virality to optimising on the customer journey: five seconds can make all the difference ............................................................ 78 Ideation outsourced to India ..................................................................................................................................................................................................................... 80 Repucom - Ibope invests in sports marketing in Brazil ..................................................................................................................................................................... 81 Facebook muda interface de gestão anúncios. Novas ferramentas permitirão às agências vincularem peças e campanhas a objetivos específicos, como conversão e engajamento ...................................................................................................................................................................................... 82 10 trends in Latin America ........................................................................................................................................................................................................................ 82 Kantar Media Debuts TV Metrics Service ............................................................................................................................................................................................ 84 The future of shopper marketing: 10 steps to shopper centricity................................................................................................................................................. 84 The Millennial Male Is Not Who You Think He Is - Marketers should take note ........................................................................................................................ 86 Sites like AwesomenessTV driving the next industry revolution, says Brian Robbins ............................................................................................................. 88 Visa learns vital lessons from Latin America ....................................................................................................................................................................................... 88 How content marketing works ................................................................................................................................................................................................................. 90 Efficient frequency management............................................................................................................................................................................................................. 92 Point of view: The long and short of it .................................................................................................................................................................................................. 94 O Instagram é pop........................................................................................................................................................................................................................................95 Programmatic ads set to gain share ...................................................................................................................................................................................................... 96 Volkswagen faz Road Show nas capitais brasileiras e deve realizar 4 mil test drives ........................................................................................................... 96 Fanscape’s Facebook Promotions Guide............................................................................................................................................................................................... 97 Under the influence: Consumers trust in advertising ......................................................................................................................................................................... 98 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 3
  • 4. The follow-back: Understanding the two-way casual influence between Twitter nd TV Viewership.................................................................................... 99 How Twitter drives TV Engagement ....................................................................................................................................................................................................... 99 IPG's Publicom War Room ........................................................................................................................................................................................................................ 100 O “fenômeno” Itaú no Rock in Rio 2013 ............................................................................................................................................................................................... 100 Measurement hampers Indian OOH ........................................................................................................................................................................................................ 101 Eis um mapa do mundo ajustado pela população na internet de cada país ............................................................................................................................... 102 Recreating Brick And Mortar Online Via Real-Time Chats; My Friday Afternoon Internet Adventure ................................................................................ 102 Making the case for TV as a supporting medium.............................................................................................................................................................................. 103 WPP will become a more horizontal business if the Publicis –Omnicom merger goes through, according to WPP CEO Martin Sorrell. ................. 104 Mobile Rivals PCs for Brazil’s Internet Audience .............................................................................................................................................................................. 105 Visions of the digital future: Insights from dmexco 2013 ............................................................................................................................................................... 106 Unilever aims to combine content and ecommerce ........................................................................................................................................................................... 107 How behavioural insight can boost effectiveness ............................................................................................................................................................................. 109 Digital media use in Latin America: New trends and insights ........................................................................................................................................................... 111 Content marketing falling short ............................................................................................................................................................................................................... 112 Brandopolis Blog Introduction .................................................................................................................................................................................................................. 112 Even moderate weight gain increases heart attack risk .................................................................................................................................................................. 118 Marketers need 'systematic retooling' .................................................................................................................................................................................................. 119 80% of smartphone users prefer to read content on a desktop. Seven in ten smartphone users expect the same quality of content experience across all devices, according to new research from Vibrant Media .............................................................................................................................................. 119 Publishers must optimise for all devices ............................................................................................................................................................................................. 120 Leading Retailers On YouTube Become More Visual ........................................................................................................................................................................ 120 It's A Fickle Thing, This RTB Stuff .......................................................................................................................................................................................................... 121 Automation Will Run Your Entire Ad Campaign ................................................................................................................................................................................... 121 Who Killed the Magazine App? 97% of Newsstand apps are now free ................................................................................................................................... 122 Platform Providers Bring Digital Ad Buying To SMB Market ......................................................................................................................................................... 124 Storytelling Tips from the Roller Derby Queen .................................................................................................................................................................................. 125 Ship Tracking Hack Makes Tankers Vanish from View ................................................................................................................................................................... 126 The Top 7 Reasons Why Mobile Ads Don't Work ............................................................................................................................................................................. 127 Real Time Marketing Is Bull...................................................................................................................................................................................................................... 127 WPP's Sorrell: 96% Of The Inventory Goes Down The Elevator At Night, The Rest Goes In A Database ....................................................................... 128 Online TV and video to 'take off'............................................................................................................................................................................................................ 129 Banking Apps & the Move into Mobile Shopping .............................................................................................................................................................................. 129 Shoppers Spend 22 Minutes in Stores; Some Leave in 5 Minutes .............................................................................................................................................. 130 The Future: What Businesses Need to Know ...................................................................................................................................................................................... 130 YouTube: Os 6 maiores erros das marcas na plataforma de vídeos ............................................................................................................................................ 131 The Circle Of Life: Innovation In The Circular Economy ................................................................................................................................................................... 132 Does the Future of Targeted Marketing Require Progressive Personalization? ...................................................................................................................... 133 Data is Great, But the Value is in the Insights ................................................................................................................................................................................... 134 How Location Data Is Being Collected, And Why It's Transforming The Mobile Industry ....................................................................................................... 135 120 Marketing Tactics for Blogs ............................................................................................................................................................................................................ 135 TV networks decline in China .................................................................................................................................................................................................................. 136 8 Shocking Content Marketing Research Findings ........................................................................................................................................................................... 137 Record e Twitter fazem parceria inédita Primeiro acordo envolvendo uma rede de TV aberta deve oficializar a troca de audiência entre meios ......................................................................................................................................................................................................................................................................... 138 How Do B2B Marketers Engage on Twitter? ...................................................................................................................................................................................... 138 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 4
  • 5. Radio Restoration? ..................................................................................................................................................................................................................................... 139 6 Marketing Trends to Watch in 2013: New Research .................................................................................................................................................................... 140 These Invisible Blind Spots Can Completely Derail Your Work ...................................................................................................................................................... 141 Sorrell Discusses Impact on WPP of Publicis-Omnicom Merger ................................................................................................................................................... 142 How Big Data Will Transform Our Media Experiences (In a Good Way) -- Say Media ........................................................................................................... 143 Six Undeniable Reasons Why Listicles Have Jumped The Shark ..................................................................................................................................................144 10 old letter-writing tips that work for emails ....................................................................................................................................................................................144 8 Shocking Content Marketing Research Findings ........................................................................................................................................................................... 146 Social Media Strategies............................................................................................................................................................................................................................ 147 Unleashing cross-platform: The tip of the spear media and entertainment ............................................................................................................................... 147 Supermarkets Offer Personalized Pricing ...........................................................................................................................................................................................148 The Future Of Commercials: A Mix Of Forced Viewing And Fast-Forwarding? ......................................................................................................................... 149 OMG Unveils New Global Data Platform .............................................................................................................................................................................................. 150 The Evolution of Content In A Big-Content World............................................................................................................................................................................. 150 Netflix, YouTube Dominate Traffic; Football Strong for Video Ads ............................................................................................................................................... 151 Predictive Modeling, Analytics Becoming Focus For Ad Industry In 2014................................................................................................................................... 152 Tremor Earnings Trigger Sell-Off In Ad Tech Shares, Sector Plummets .................................................................................................................................... 152 Consumers Know Their Data Value, Demand Brand Rewards ........................................................................................................................................................ 153 Os dez sites campeões de audiência no Brasil Google Sites lidera o ranking, de acordo com ComScore ...................................................................... 154 Facebook Really IS Committed To Making Marketers Successful ............................................................................................................................................... 154 5 Questions to Consider Before Investing in Your Next CRM System ....................................................................................................................................... 155 FT´s Lionel Barber memo to staff on reshaping the newspaper for the digital age ................................................................................................................ 156 Connecting Consumers and The Offer ................................................................................................................................................................................................. 156 Take Me To Your Leader? While the traditional "influencer" model seemed plausible, it doesn't reflect how people make real-life decisions. There is no one leader that will spread the message....................................................................................................................................................................... 157 Can 3MS Drive Unparalleled Growth In Digital Marketing? ............................................................................................................................................................ 158 Consultants muscle into digital ............................................................................................................................................................................................................... 159 Insert an inaccurate (and possible hilarious) hypothesis upon arrival? ........................................................................................................................................ 159 The tricks big brands use to lure you in............................................................................................................................................................................................... 160 Google reportedly testing technology to track real-world consumer behaviour........................................................................................................................ 161 Magazines Are Dead, or Why There's No Such Thing as a (Mere) Magazine Company Anymore ....................................................................................... 161 Digital subs stop the rot for Fairfax, The Tele takes a hit.............................................................................................................................................................. 163 The New Mobile Advertising Ecosystem Explained........................................................................................................................................................................... 163 Insights Are For Brands, Data Is For Direct Response: The IMP Is Born .................................................................................................................................... 164 India 'most open' among BRICS .............................................................................................................................................................................................................. 165 Pivotal Research - Memo to Owen ........................................................................................................................................................................................................ 165 How Online Engagement Can Inspire Offline Action (Research Findings).................................................................................................................................... 166 Facebook Changes Age Of Consent, Lets Teens Post Publicly .................................................................................................................................................... 167 Find the right social data .......................................................................................................................................................................................................................... 167 Burberry: its flagship store in London combines the brand's physical and digital achievements ......................................................................................... 169 The power of music ................................................................................................................................................................................................................................... 170 The future of shopper marketing: The future is Omni channel ...................................................................................................................................................... 172 Connect with the Mobile Shopsumer .................................................................................................................................................................................................... 174 Publicis Groupe Rebrands Production Ops 'Prodigious' ................................................................................................................................................................... 177 How I Hire: Three Questions, No Resumes .......................................................................................................................................................................................... 177 Nielsen Consents, Agrees To Divest PPM's Cross-Platform Measurement Tech ................................................................................................................... 178 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 5
  • 6. Native Video: The Industry’s New Darling Devil ................................................................................................................................................................................. 178 Gaining Better Insights Through Segmentation.................................................................................................................................................................................. 179 YouTube to Add Offline Viewing to Mobile Apps ............................................................................................................................................................................... 181 Counting Offline Conversions from Online Advertising, Made Easy ............................................................................................................................................. 181 Marriage advice from divorced people ................................................................................................................................................................................................. 182 Tesco builds for digital future ................................................................................................................................................................................................................. 183 17 Things You Should Never Say to Your Boss ................................................................................................................................................................................. 183 Define It - What Is Programmatic Buying? .......................................................................................................................................................................................... 185 Define It - What Is Programmatic Selling?...........................................................................................................................................................................................186 7 Deadly Sins Of Digital Media............................................................................................................................................................................................................... 187 Man vs. machine, the advent of electronic buying and the death of the media buyer ............................................................................................................188 Is A DMP Right For You? Don't Be Fooled...........................................................................................................................................................................................189 Xaxis Axes DSP, Calls Trading Platforms 'Commoditized' ............................................................................................................................................................. 190 Agency Trading-Desk Evolution To Accelerate ................................................................................................................................................................................... 191 VivaKi AOD Ends Reliance On Google's Ad Stack ............................................................................................................................................................................ 192 Marketing automation delivers leads .................................................................................................................................................................................................... 193 NextEntenda termos como RTB, DSP, SSP e AdNetworks ............................................................................................................................................................ 194 Making Online Video More Attractive................................................................................................................................................................................................... 194 How Does Social CRM Work for Brands? ........................................................................................................................................................................................... 195 Big Data, not Magic Data ......................................................................................................................................................................................................................... 196 News Corp. Unveils Global Programmatic Exchange: Says 'Third Parties No Longer Invited To The Party' ..................................................................... 199 Today’s Burning Question: Reaction To News Corp’s Ad Exchange Launch ............................................................................................................................. 200 Is Channel Attribution Like A Snipe Hunt? .......................................................................................................................................................................................... 201 Global Ad Buys Might Finally Become a Reality ................................................................................................................................................................................ 202 Google Brings Skippable In-Stream Video Ads to Online Games ................................................................................................................................................ 203 Google, Facebook, Apple e Netflix terão de pagar mais caro para operar no Brasil.............................................................................................................. 204 Interpublic Names Adap.tv Preferred Video Provider, Will Adapt Into Television Soon......................................................................................................... 204 Study: iPhones, iPads Have Distinct Usage, Users .......................................................................................................................................................................... 205 The future of PR and RTB ....................................................................................................................................................................................................................... 206 A Look at How Agency Compensation Has ChangedShops are getting squeezed ................................................................................................................ 209 Media buyers hail EMMA sectional data ............................................................................................................................................................................................. 209 How to Get From Analytics to Insight - Tom Cunniff ....................................................................................................................................................................... 210 Reaching Consumer Targets With Effective Marketing Strategies ............................................................................................................................................... 211 The Road From Liquidation To Liquidity................................................................................................................................................................................................ 212 Snacking Your Content ............................................................................................................................................................................................................................. 213 Exchanges Now A 5% Solution On Madison Avenue, Supplanting Ad Nets .............................................................................................................................. 214 Big Ad Tech: Channels, Publishers, Partners, Or Competitive Threat? ....................................................................................................................................... 214 Wealthiest, Most Educated Are Most Turned Off By Continued Retargeting ........................................................................................................................... 215 The Top 4 Tips for Dealing with Marketing Complexity .................................................................................................................................................................. 216 Banner Ads On Internet-Connected TVs Might Actually Work ...................................................................................................................................................... 217 Why Brazilians Oddly Blame The Globo Media Empire For The Country's Misfortunes ......................................................................................................... 217 Hulu, ABC Testing Programmatic Video Ad Selling (Updated) GroupM's Xaxis rolls out TV-style buying offering ........................................................ 219 GroupM Trading Desk Unveils Programmatic TV Audience Buying, Claims Xaxis TV First To 'Sync' Digital Campaigns With TV Ads .................... 219 EU Programmatic Online Video Market To Grow 77% A Year Through 2017, Account For One-Third Of Ad Revenue............................................... 220 Mindshare Appoints Ivins Chief Data Officer ..................................................................................................................................................................................... 221 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 6
  • 7. 18 Top Sites For Trend Spotting ............................................................................................................................................................................................................ 221 Ranking das agências brasileiras nas redes sociais ........................................................................................................................................................................ 222 This Article Was Generated By A Machine ........................................................................................................................................................................................ 223 Online Video Advertising: Tips For More Effective Targeting & Measurement ........................................................................................................................ 226 Finally, The Decoupling of Content and Distribution ........................................................................................................................................................................ 228 Geração Y não acredita em publicidade.............................................................................................................................................................................................. 228 How a Digital Veteran Plans to Lead GfK MRI Into The 21st Century......................................................................................................................................... 229 Tracking the Multiscreen Shopper........................................................................................................................................................................................................ 230 More Effective Data Solutions: Bridging CRM and Digital Marketing ......................................................................................................................................... 230 It's Complicated: Cross-Platform Behaviors Emerge ........................................................................................................................................................................ 231 3 Things Auto Brands Need To Know About Social Media Marketing ....................................................................................................................................... 232 Mobile Banking along the Path to Purchase....................................................................................................................................................................................... 233 Digital drives Brazil's luxury brands ..................................................................................................................................................................................................... 233 Native advertising evolves ...................................................................................................................................................................................................................... 234 Did You Miss the YouTube Creator Playbook, Too? ....................................................................................................................................................................... 234 Google To Build Online Education Platform With MIT, Harvard..................................................................................................................................................... 235 More Effective Data Solutions: Bridging CRM and Digital Marketing ......................................................................................................................................... 235 How Does Social CRM Work for Brands? .......................................................................................................................................................................................... 237 Google, Facebook, Apple e Netflix terão de pagar mais caro para operar no Brasil.............................................................................................................. 238 Interpublic Names Adap.tv Preferred Video Provider, Will Adapt Into Television Soon......................................................................................................... 239 Study: iPhones, iPads Have Distinct Usage, Users .......................................................................................................................................................................... 240 A Look at How Agency Compensation Has Changed Shops are getting squeezed ............................................................................................................... 240 Reaching Consumer Targets With Effective Marketing Strategies .............................................................................................................................................. 241 Retargeting Growing Pains ..................................................................................................................................................................................................................... 242 Don't Hide Behind a Chief Digital Officer: As CMO, It's not Enough to Just 'Get Digital' ..................................................................................................... 242 What Digital Agency Clients, Staff and Leaders Say in Private. These Shops Market Themselves as Hip, but They're Actually Pretty Old-School ........................................................................................................................................................................................................................................................................ 243 Are Advertisers Spending Too Much On Online Video? The Data Says Web Video Viewership Is Still Very Low........................................................244 Grant: WiFi is the New Cookie ............................................................................................................................................................................................................... 245 Tecnologia desafia agências .................................................................................................................................................................................................................. 246 Analytics Gone Wild .................................................................................................................................................................................................................................. 247 Brazilian government plans national 'anti-snooping' email system ..............................................................................................................................................248 Google Glass consegue patente para medir quando e quanto os usuários olham propagandas ........................................................................................ 249 TV Dying? More Alive Than Ever. ......................................................................................................................................................................................................... 250 Why Cable Networks Will Keep Paying Through the Nose for Broadcast Reruns................................................................................................................... 250 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 7
  • 8. Changing Lanes: Solving the Decade-Old Problem of Cross-Channel Ad Attribution May 16th, 2013 - 12:05 am By AdExchanger ―Data Driven Thinking‖ is written by members of the media community and contains fresh ideas on the digital revolution in media. Today‘s column is written by Kim Reed Perell, CEO of Adconion Direct. Recent debate surrounding deficiencies in today‘s media attribution models is a positive indication that the industry is finally ready to move forward from its antiquated, decades-old measurement system. In theory and in concept, most agree that our rapidly changing media landscape demands a more dynamic, comprehensive value system. Yet we are still too far from a ―perfect world‖ to realistically apply fractional attribution models across all types of media. Ad attribution is not a new concept; for years, industry leaders have analyzed exactly what it means and how the concept can reach its potential. But now that the industry is ready to take this discussion to the next level, I‘d like to address the real roadblocks preventing us from switching to a new system, discuss why these inefficiencies still exist in 2013, and propose a realistic solution to start improving them. For most companies and digital marketers today, fractional attribution across multiple touch points and channels – or the idea of distinguishing the impact that each touch point plays in the success of an advertising campaign – is simply an academic dream. In reality, advertisers are still struggling to even recognize view-based attribution credit, which six years ago became the next advancement above last-click attribution. This lack of progress is not advertisers‘ fault; on the contrary, the reluctance to adopt a new attribution model easy to understand. Common sense tells us that any media touch point has influence, good or bad, on a potential consumer and their purchase decision. However, in the absence of clear impact – a way of determining exactly how much influence each touch point has toward a purchase – it‘s easier for brands to ignore that influence, in terms of attribution, and stick with the status quo of a last-view or last-click model. Advertisers still have every right to be skeptical. If the industry can‘t convince them to attribute value toward a single banner in a single channel, from consumers viewing or clicking that one particular ad, convincing them to buy into fractional attribution across all touch points will be very challenging. But this is where we sit today. We know intuitively as marketers that multiple media touch points should all be connected and attributed to the performance of an ad. But nobody has put together a compelling enough case to convince advertisers or their agencies, at least in any significant scale, of the right model. The industry has yet to make fractional attribution the default; last-click attribution continues to hold that title. There are two primary hurdles to convincing executives, decision makers and brands of the need, value, and potential of fractional attribution: 1) the need to centralize disparate distribution channels and media buying onto a unified platform; and 2) a way to effectively track and report the impact all touch points have on a campaign using common industry metrics. Recently, Harvard Business Review published a thought-provoking article titled ―Advertising 2.0.‖ In it, the authors describe current digital marketing efforts as occurring in ―swim lanes,‖ with media across different platforms running parallel to each other but never crossing over into neighboring lanes. Yet in today‘s market, this ―swim lanes‖ metaphor exists not because media buyers are working right next to each other without communicating or strategizing – or even because the technology isn‘t there to merge them together scientifically – but because the efforts aren‘t even happening in the same pool. Many advertisers still work with specialists or platform-specific providers, a hangover from 2010 and LUMAscapes of old. The result: the piecemeal aggregation of distributed media, execution partners, ad technology systems, agencies, and media channels – on which most advertisers rely for a comprehensive media plan – restricts even the most forward-thinking agencies. How are we to expect media planners to swim in the same pool, much less in parallel lanes, when media is still segregated and disjointed with respect to display, mobile, social media, video, and email? Ruling out and ignoring the immeasurable touch points (beyond the digital landscape, what about the impact of offline branding like billboards?) is incomplete at best. I think most of us know it. The challenge is getting us collectively past this way of thinking, because today we‘re far from where we can be as industry. Different media-buying partners across different platforms, using different reporting and tracking systems, equate to a challenging if not impossible cross-channel dream. However, unifying digital spending is a way for most advertisers to begin aligning their attribution capabilities. Simply put, if your media campaigns aren‘t served, managed and distributed from a single platform for a single user, you can‘t know the impact of one touch point to another for any given user and therefore can‘t make meaningful attribution models. What are some other realities and solutions? More importantly, what are meaningful solutions that advertisers can use today? First, companies should be weaning off the last-click model within a single channel, a channel where spend and ad serving is unified to begin with. Next, companies should take small steps toward full-funnel attribution even within that single channel. Start with a smaller marketing effort or campaign that doesn‘t have to disrupt the current business model. What were all the possible touch points that simply led a new user to land on your site in the first place? Look at these new users and how they use direct navigation, in addition to what they click, and start to create attributes Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 8
  • 9. around them. This is one example of how to gain transparency into user-action impact to prove that viewing an ad has an effect. This will lay the groundwork for larger view-based attribution, which will then pave the way for fractional- and then cross-channel-based credit. Is my suggestion a perfect solution for advertisers still buying media and analyzing impressions the old way? No, but it‘s a viable start. Are there other variables that aren‘t being accounted for? Yes, of course. But this approach would lay the groundwork for demonstrating that a last click isn‘t the only media result that drives action, and it would begin to wean us all off our decade-long crutch. These small changes will start proving that some media creates and drives real impact, while some doesn‘t. And, as they do, these changes will provide the initial shove to move us out of our collective pools and into a broader media ocean, where we can effectively confront the tides pushing us away from true media efficiency. Follow Adconion Direct (@Adconion_Direct) and AdExchanger (@adexchanger) on Twitter. Cross-Platforms, Crossing Goals for TV and Online Video This week, Nielsen published its "Cross-Platform" report for 2Q13. Traditional TV continues to hold up well - and dominate - among all audience groups vs. other forms of video, as it remains the broadest reaching medium with the greatest amount of inventory tonnage. As has long been the case, the data included in Nielsen's report highlights the nature of traditional TV as the medium best able to satisfy reach and frequency-based media goals against broad populations. It bears repeating that the marketers who tend to rely on TV also tend to be marketers who need to reach broad population groups. The data indicates, among other considerations, that: • Total time consumers spent viewing "traditional" (i.e. live-only) TV was flat year-over-year, per person • Viewing of TV by kids 2-11 was also flat per-person during 2Q13 (although down in aggregate year-over-year largely because of Nielsen's reduced population estimates) • Online video viewing reported by Nielsen equated to 2.3% of total TV viewing among the whole population, although unmeasured tablet and connected viewing should add to this amount. • Traditional TV remains relatively broadly popular, while online video and internet use in general remains concentrated among relatively smaller groups of the population. To point, even the quintile of people who are the lightest users of traditional TV consume 8x as much TV as online video; but the 20% of the population who are the heaviest users of online video account for 94% of all online video viewing. While there will be certain marketers who assess video-based media owners with indifference towards the devices on which their content appears, they need to get comfortable with the means by which they measure their audiences (potentially involving "franken-metrics" of merged data sets from comScore and Nielsen, or including prospectively duplicative audiences as measured by Nielsen's OCR paired with its traditional TV-based panel). They also need to get comfortable with workflows which may be costlier (buying traditional TV costs less per impression than does buying online video). Put together, the data illustrates why traditional TV will continue to dominate ad budget allocations from large brands. This is important to note as web-based media owners such as Google, Facebook and others attempt to capture traditional TV budgets. We continue to view the primary market for these media owners as the general online display marketplace: online video has become the "new" premium display, in many ways, helping to satisfy the same "engagement"-based goals that other online advertising generally helps large marketers to satisfy. But it is not as if this means that traditional TV is necessarily robust in all areas, even as it remains dominant in absolute terms for the largest brands. The forecast we published for growth in national TV media owner ad revenues called for 4.4% growth during calendar year 2014 (although up from our expectation of 3.1% for 2013) with cable growing 5.5% during 2013 and 6.7% during 2014, much better than our -0.8% forecast for network TV during 2013 and +0.4% during 2014. In support of these estimates, we have heard repeatedly from buyers that growth in volumes during the Upfront was down by more than mid-single digits for the largest networks, but flat if including football, which has become increasingly important to the health of TV. But it is worth noting that any expectations for double digit growth in scatter pricing during the upcoming broadcast season remains more of a consequence of these volume changes rather than the driver of volume changes. Meanwhile, media owners with online video properties still have a significant opportunity for growth as they continue to gain share inside the broader online display ecosystem. Our view is that nationally-oriented digital media (primarily a sub-set of total online advertising, which excludes local digital media and direct digital media) should grow by 19.2% this year to total $13bn in ad revenue, with online video accounting for a third of that total, or $3bn in ad revenue. In total, we expect the total market for online video advertising should grow by 32% this year and 26% next year. Given broadly comparable media objectives (i.e. "engagement"-based goals), workflows, and similar groups of buyers and sellers, our view is that online video advertising should primarily grow as advertisers shift their digital display budgets to online video. Certainly some of the gains from online video will occur as traditional TV sellers bundle their online properties with traditional inventory to help satisfy traditional TV buying goals, but overall we expect that growth in online video retains the capacity to grow independently of its share of video audiences. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 9
  • 10. YouTube's $&@%'n Biden Moment Brian Wieser back in March, 2010 when the Affordable Care Act was set to become law (and not just the beginning of an unsuccessful IT project), Vice President Joe Biden uttered specific words to President Obama regarding just how big a deal it was. Epochal changes warrant amplified language to appropriately characterize the scale of those changes, and Biden's words, profane as they may have been, were in some ways appropriate. We can only imagine if the Vice President were employed by YouTube or Nielsen he may have said the same thing when news broke regarding YouTube allowing tags from Nielsen's Online Campaign Ratings (OCR) service. OCR is important to this sector because it provides nationally-oriented or global advertisers with metrics that are generally comparable (if not perfectly matched) with those used to buy traditional national TV advertising from broadcast networks, cable networks and syndicators. Nielsen remains the unquestioned standard for audience measurement in this field with its National TV Ratings (NTR) panel, used for measuring TV ratings and commercial viewing. OCR provides GRPs, reach and frequency for consumers' online media consumption against demographic target groups which are categorized in a manner which is generally comparable to those used in the television sphere. Until last week, one of the key factors limiting the acceptance (or at least commercial scale) of OCR has been that one of the largest sources of online video inventory - Google's YouTube - refused to accept OCR tags with ads, significantly limiting the efforts of advertisers who wanted to work towards holistic measurement of video across the web using Nielsen's products. Whether because Google did not wish to empower a third party as big as Nielsen via its platform, or because they did not want to risk providing data around its video properties to Nielsen's partner and underlying source of OCR data, Facebook, or because Google wanted time to develop its own measurement service, there were clear consequences for a broad range of industry participants that followed from their position. For starters, comScore held an advantage over Nielsen as tags associated with their competing measurement service vCE (Validated Campaign Essentials) were allowed on YouTube. Beyond pricing or other deal terms, many large agencies and advertisers chose to use vCE because it worked on YouTube and also because vCE could better capture viewing activity across a broader array of video-based digital media as a result. We believe that at the individual media agency level Google left as much as tens of millions of dollars in annual media budgets were "on the table" with their previous position. This collectively might mean hundreds of millions of dollars that could have gone to Google's YouTube haven't been making their way to date. Advertisers who embraced OCR were effectively indicating they only wanted to buy properties which could eventually support consistent measurement across screens (meaning a service that would be consistent with Nielsen's NTR television ratings panel) and those advertisers may have been selective in spending money with YouTube over the past few years. So the news that Google will in fact allow OCR beginning in the first quarter of next year will probably accelerate YouTube's growth. We estimate YouTube generated perhaps 40% of the $3bn in online video ad revenue we think the industry will account for this year, not including the display revenue it generates. It will also help Nielsen improve the value of OCR and weaken one of comScore's primary advantages. It might also cause a shift of budgets away from video ad networks including Tremor Video, YuMe and properties owned by AOL, as these sources of online video inventory were likely among the beneficiaries of money that Google essentially turned away. Of course, there are still many reasons for advertisers who are customers of Tremor, YuMe and AOL to continue buying the products these companies offer, whether because of good prices, good sales efforts or unique product attributes. By evolving their products, they may also be able to expand the total market faster than might otherwise be the case. And other measurement services and approaches will also likely live on. For example, comScore's more robust mobile measurement capabilities and integrated digital measurement will continue to be an advantage for them in their sales efforts for many advertisers; many publishers will also find advantage in providing supplementary metrics from other third parties which run parallel to Nielsen's, but which allow for more depth in a particular field of measurement. However, the competitive intensity each of these companies now face is likely amplified as the potential of Nielsen and Google is more fully realized. OCR on YouTube is a big deal for online video at a strategic level because it removes a pretty significant barrier (albeit not the only one) preventing the flow of most traditional TV budgets onto different platforms where inventory is not associated with a traditional TV network. It is notable that while a "gate" has been opened, it's unlikely to be a floodgate for some time. OCR is unlikely to mean that budgets will flow directly from television onto the web at this time in any meaningful way, except if those budgets were already moving, as is the case when they are assigned to traditional TV inventory with online extensions. Thus, for now our expectation remains that YouTube will in the nearterm benefit primarily from budgets which most directly flow from other suppliers of online video inventory and indirectly from other digital media budgets. It's worth reviewing why we think this will be the case. First, traditional TV budgets are generally allocated in order to optimize against cost and reach and frequency-based metrics for a given volume of desired gross ratings points (GRPs), with an intention of driving awareness of a brand's attributes, distinctions from another brand or some other characteristic, if there is even an intended marketing goal to begin with. Further, a brand will generally place a higher value on reaching an individual at least once rather than reaching the same people multiple times and leaving some individuals un-exposed. Thus reach is generally the more important (or at least scarcer, and thus more valuable) attribute of TV buying. Perhaps it goes without saying, but the self-selecting group of advertisers who dominate TV advertising (perhaps less than 200 account for around 60% of all Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 10
  • 11. TV and 90% of network TV) are particularly focused on these types of goals vs. other advertisers whose media goals will differ substantially. With this starting point, these reach/frequency-centric advertisers start their budgeting process by finding the media which most efficiently (or which "least inefficiently") satisfies their objectives. Because advertisers cannot cherry-pick individual impressions from traditional TV inventory, and neither can they choose to buy only individual programs (they must buy packages of programs from individual TV networks which include collectively guaranteed levels of GRPs over the life of a campaign), the most efficient budget allocation process will usually involve network TV inventory, as their packages of inventory will generally have the broadest reach vs. alternatives. This is because even in an era with lower aggregated viewing levels of network TV, virtually everyone still watches some network TV over a multi-week period. Given this relatively unique value, networks are well-positioned to insist that advertisers accept identical inventory that is delivered on different platforms, such as is delivered through online video players including Hulu (although happily for the networks, most advertisers and agencies willingly accept this convention). Large advertisers then typically consider cable networks and nationally syndicated properties, where the primary objective is to round out reach and frequency goals while reducing a campaign's average cost per thousand (CPM) impressions. As with network TV, advertisers are generally willing to accept comparable online video inventory in their packages. It is worth noting that cable networks often receive press indicating that their agreements have been made ahead of network TV. Our view is that even under circumstances where agreements have been made with cable ahead of network, the buyers and sellers generally know where they will come out with their network volumes and pricing, and made their deals with cable networks accordingly. As it stands now, we think that YouTube might be considered among third-tier cable networks for a TV buyer. Using the broader definition of the share of the population who consumes some Google-related video, as YouTube stands now it could rank somewhere among the top dozen-or-so networks. Our best estimate (we generally believe that comScore data overstates online video consumption while Nielsen data likely understates it) is that in terms of tonnage, YouTube consumption probably equates to the equivalent of 2% of total TV consumption. Despite these advantages, YouTube falls apart because the reach of its ad-supported properties is somewhat lacking today (per data from comScore for September 2013, that Google's video ad properties reached 36.4% of the population, it would rank as the 33rd widest reaching cable network (using reach data from Rentrak) just after National Geographic and before Bravo). Reach would certainly be higher among younger audiences, but then if we considered this metric against the share of "acceptable" inventory for an advertiser to juxtapose their brand with, the reach figure would likely be much lower. This is because most advertisers who buy traditional TV wish to avoid the proverbial cat-onskateboard content that accounts for so much of YouTube's "programming" at present. YouTube does have some properties that satisfies large brands' content interests, and so there will certainly be some advertisers willing to place modest "TV" budgets on YouTube because of their use of OCR. But for the most part, Google will need to invest substantially more on content than it does presently in order to be competitive. With programming spending in the low hundreds of millions of dollars at best, YouTube would need to multiply its budgets many times over in order to more fully compete with what is available to advertisers on traditional TV programming. For now, the bulk of ad budgets that go to YouTube will continue to originate as budgets managed by digital buyers with media goals that are often different than the goals of traditional TV buying. Digital buyers tasked with a goal of brand "engagement" against a narrow audience looking at different digital media vehicles to satisfy this engagementbased goal will undoubtedly buy YouTube more now than they would have without OCR in the mix, as metrics will be somewhat comparable (if not fully integrated) with traditional TV-based video buying metrics. Presuming that buyer wants a "one-stop shop" for their online video buying needs will be positioned well to go to one media owner - Google - and potentially start the process of managing a campaign by buying YouTube before layering on additional sources of supply from stand-alone online video ad networks or other publishers. Of course, that same advertiser may also choose to buy video from an exchange or another source which can reach the bulk of the online population, but many advertisers will continue to prefer to work with media owners via direct sales channels, and for those advertisers YouTube will likely be a very efficient starting point. But at some point it would seem likely that Google will be able to address many of the aforementioned issues which will still constrain TV budgets for the near future. Significant content investment would not seem much of a stretch for Google given Netflix' success with the first-run "TV" programs it has licensed. They may also find that they need to ensure that YouTube's separates more of its "quality" content and increases the reach of that quality content to greater number of consumers within individual countries. All of these tactics will take several years to execute against and to make work well given the industry conventions which are likely to stay in place. Any new system needs participants who can evolve their offering in order for the new order to thrive, perhaps not unlike healthcare reform. But years from now, if YouTube is producing original content that is capturing real TV budgets and competing for at least a small share of a traditional TV network's ad revenues, last week was the one where an observer could point to, saying YouTube enabling Nielsen's OCR was a big $&@%'n deal. Click to read this article on the MediaPost.com website. http://www.mediapost.com/publications/article/213562/youtubes-n-biden-moment.html Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 11
  • 12. Interpublic Strikes Deals Automating Buys With 5 Media Giants: Covers TV, Radio, Outdoor, Display, Video, Mobile by Joe Mandese, Aug 20, 2013, 8:14 AM On the heels of last week‘s deal naming Adap.tv its primary automation platform for targeting and buying TV and video inventory, Interpublic this morning unveiled a spate of similar deals to automate its transactions with five big media suppliers traversing TV, radio, out-of-home, mobile and online video and display. Details about how the deals would be structured and how they would work were not disclosed, but Interpublic said it now has agreements with TV programmer A&E Networks, cable operator Cablevision, out-of-home and radio operator Clear Channel, local broadcaster Tribune and online portal AOL, which is in the process of acquiring Adap.tv, to supply assets ―not previously available through automated buying systems.‖ The initiative, which was developed by Interpublic‘s Mediabrands unit, is dubbed the Magna Consortium, and is part of the agency holding company‘s mission to automate 50% of its media-buying by 2016. Interpublic has said it is making the push for several reasons, including both greater operating efficiency for its agencies and its clients as media-buying becomes hyper-fragmented and hyper-complex, as well as greater precision in targeting audiences it says will result by shifting from conventional audience-buying data (ie. Nielsen ratings, GRPs, etc.) to estimates that co-mingle so-called first- and second-party sources of data in a manner similar to the way agency trading desks utilize DMPs -- or data management platforms -- to trade online audience buys. ―The good news is that our charter members were quick to sign on to develop a plan forward,‖ Magna Global Worldwide CEO Tim Spengler stated, adding: ―Our goal is to ignite real change in the way media is transacted for the industry.‖ While programmatic trading systems are growing fast in the online display marketplace (Magna estimates this is currently about 25% of all online display advertising), the growth has come largely from the emergence of an oversupply of online inventory and auction-based media-buying models like ―RTB,‖ or real-time bidding, that many ―premium‖ suppliers are loath to embrace for fear it will ―commoditize‖ the value of their inventory. However, some of the most premium online publishers now participate in programmatic exchanges, and many of those deals are not necessarily auction-based, but function more like private exchanges where sellers can set pricing ―floors‖ and buyers can set ―ceilings" to ensure that both sides are in control of the process -- even if it‘s being processed by machines faster than humans can manage such deal-making. According to Frank Addante, CEO of Rubicon Project, one of the biggest suppliers of media-buying automation technology, the speed of such transactions is accelerating and is now down to 30 milliseconds of processing time for the average online buy. That‘s an improvement from 300 milliseconds a year ago, and three seconds three years ago, all thanks to improvements in data-processing technologies. The advances of such technologies, and the shift among advertisers and agencies to use them to improve their efficiency, as well as the data-driven effectiveness of reaching their audiences, has sparked a gold rush among media and advertising technology suppliers, many of whom are now going public. One of the fastest-growing and most sophisticated of those developers -- Rocket Fuel, which utilizes artificial intelligence and robots that can assess and bid for media value faster than any human can -- is the latest to file for an initial public offering. In its filing late last week, Rocket Fuel noted that advertisers are flocking to its technology, and that its revenues more than doubled last year -- and more than tripled during the first half of this one, thanks to a surge in the number of advertisers using its platform. The filings said Rocket Fuel currently has 784 advertisers (up from 341 last year), and that many of its existing advertisers continue to increase the volume they trade via its systems. The greatest impediment to Interpublic‘s goal of automating 50% of all its media buys by 2016 is convincing the most premium suppliers of media inventory -- especially the major television networks -- that they won‘t lose control, or value, by doing so, which is why A&E Networks' direct involvement is so significant. That said, at least a portion of all of the most premium TV suppliers inventory already is being sold through programmatic exchanges. While it‘s not being sold directly by the national TV networks themselves, the trading desks of at least two agency holding companies have already begun utilizing AudienceXpress, a programmatic audiencebuying exchange spun off from target TV-ad serving developer Visible World. The portion being traded by AudienceXpress comes from the two minutes per hour that networks give to local cable TV operators as part of their carriage agreements. While the cable operators are supposed to sell that commercial time to local or regional advertisers, AudienceXpress effectively pools their national reach into unwired network buys. Since it became operational in late January, AudienceXpress Founder and CEO Walt Horstman estimates the two agency trading desks that have been beta testing it have bought 2 billion TV advertising impressions through it. The reason why AudienceXpress has been successful where others, including Google and Microsoft, have failed, says Horstman, is that its platform is designed to give suppliers 100% control over the floors they set for selling their inventory, while giving buyers the ability to analyze more data that will enhance the value of buying those audiences from their perspective. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 12
  • 13. As with online publishing, the supply of unsold TV inventory also continues to expand due to the emergence of socalled ―long-tail‖ networks that are not yet rated by Nielsen, as well as a torrent of free video-on-demand audience impressions. 7 comments on "Interpublic Strikes Deals Automating Buys With 5 Media Giants: Covers TV, Radio, Outdoor, Display, Video, Mobile". 1. Darrin Stephens from McMann & Tate commented on: August 20, 2013 at 10:12 a.m. Hey, Interpublic clients, hope you like your ads running in crap! 2. Bobby Campbell from Adkarma commented on: August 20, 2013 at 11:11 a.m. Its a good idea but will technology outpace this with everything becoming connected and the changing viewing habits of people especially the Millennial gen... 3. Larry steven Londre from Londre Marketing Consultants, LLC and USC commented on: August 20, 2013 at 4:22 p.m. Get real. Use better, more relatable figures. Really...AudienceXpress founder and CEO Horstman estimates ....(during) beta testing it … bought two billion TV advertising impressions through it. 4. Corey Kronengold from CKPR commented on: August 20, 2013 at 4:43 p.m. Don't Interpublic clients want more than the 2 minutes of spot/local available in the system? gonna be hard to get to 50% of their media buying if only 2 mins per hour of TV are available to automate. Still a solid deal, though. 5. Joe Mandese from MediaPost commented on: August 20, 2013 at 5:09 p.m. @Larry Steven Londre: What kind of figures would you relate to? @Corey Kronengold: I think their plan is to get more than that. 6. Michael Lynn from Storandt Pann Margolis commented on: August 20, 2013 at 6:22 p.m. Somebody has to be first. And being a pioneer can either get you killed or put you so far ahead of the competition they never catch up. Hopefully it's the latter for them. I wish them the best. 7. David Smith from Mediasmith commented on: August 20, 2013 at 7:36 p.m. It will be interesting to see what is disclosed of margins for this technology or whether it just becomes a whole agency (at least 50%) involving arbitrage... Read more: http://www.mediapost.com/publications/article/207108/interpublic-strikes-deals-automating-buys-with-5m.html?edition=63638#ixzz2ejwgG8VM 11 simple, science-backed ways to boost happiness BELLE BETH COOPERnews.com.auAugust 24, 2013 2:27PM Happiness is a science. Picture: Thinkstock. EVERYONE has different ideas about happiness, what it is and how to get it. I'd love to be happier, as I'm sure most people would, so I've found 11 ways to achieve this that are actually backed by science. 1. EXERCISE FOR 7 MINUTES You might have seen some talk recently about the scientific 7 minute workout mentioned in The New York Times . So if you thought exercise was something you didn't have time for, think again. In a study cited in Shawn Achor's book The Happiness Advantage three groups of patients treated their depression with either medication, exercise or a combination of both. While all three groups experienced similar improvements in their happiness levels to begin with, the results after six months were radically different. 38 per cent of those who had taken medication alone had slipped back into depression. Those in the combination group were doing only slightly better, with 31 per cent relapsing. Only 9 per cent of the exercise group relapsed. A study in the Journal of Health Psychology found that people who exercised felt better about their bodies, even when they saw no physical changes. 2. SLEEP MORE TO AVOID NEGATIVE EMOTIONS We know that sleep helps our body recover and repair, helping us focus and be more productive. But it's also important for our happiness. An article in NutureShock explains how sleep affects our positivity. Negative stimuli get processed by the amygdala; positive or neutral memories gets processed by the hippocampus. Sleep deprivation hits the hippocampus harder than the amygdala. The result is that sleep-deprived people fail to recall pleasant memories, yet recall gloomy memories just fine. A study in The BPS Research Digest proves sleep affects our sensitivity to negative emotions. Commutes are even worse when you have to stand the whole way. Picture: Thinkstock. 3. MOVE CLOSE TO WORK - IT'S WORTH IT Most of us commute to work five days a week so it's unsurprising that it would take a toll. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 13
  • 14. According to The Art of Manliness, a long commute affects us dramatically. "People never get accustomed to their daily slog to work because sometimes the traffic is awful and sometimes it's not." Harvard psychologist Daniel Gilbert says "driving in traffic is a different kind of hell every day". We tend to try to compensate for this by having a bigger house or a better job, but two Swiss economists who studied the effect of commuting on happiness found that such factors could not offset the misery created by a long commute. 4. SPEND TIME WITH FRIENDS AND FAMILY - OR REGRET IT Staying in touch with friends and family is one of the top five regrets of the dying. Social time is so valuable, even for introverts. "We are happy when we have family, we are happy when we have friends and almost all the other things we think make us happy are actually just ways of getting more family and friends," says Harvard psychologist Daniel Gilbert. George Vaillant, the director of a 72-year study of the lives of 268 men, says he's learnt that the "only thing that really matters in life are your relationships to other people". He told The Atlantic the men's relationships, at age 47, predicted late-life adjustment better than any other variable, except defences. Good sibling relationships seem especially powerful: 93 per cent of the men who were thriving at age 65 had been close to a brother or sister when younger. A study published in the Journal of Socio-Economics found that our relationships are worth more than $100,000. Actual changes in income, on the other hand, buy very little happiness. The Terman study, which is covered in The Longevity Project, found that relationships and how we help others were important factors in living long, happy lives. Those who helped their friends and neighbours, advising and caring for others, tended to live to old age. If only family time was always so idyllic. Picture: Thinkstock 5. GO OUTSIDE - HAPPINESS IS MAXIMISED AT 13.9°C In The Happiness Advantage, Shawn Achor says time outdoors improves happiness. A study found that spending 20 minutes outside in good weather not only boosted positive mood, but broadened thinking and improved working memory. A UK study found that being outdoors, near the sea, on a warm, sunny afternoon was the perfect spot for most. In fact, participants were found to be substantially happier outdoors in all natural environments than they were in urban environments. The American Meteorological Society published research in 2011 that found current temperature has a bigger effect on our happiness than variables like wind speed and humidity, or even the average temperature over the course of a day. It also found that happiness is maximised at 13.9°C, so keep an eye on the weather forecast before heading outside for your 20 minutes of fresh air. 6. SPLASH CASH, BUT NOT ON STUFF Spending also makes a difference, but not in the way you might expect. Research into the spending habits of more than 150 people found that money spent on activities - such as concerts and dining out - brought far more pleasure than material purchases. Spending money on others, called "prosocial spending", also boosts happiness. Research by the The Journal of Happiness Studies also found participants who bought something for someone else reported feeling significantly happier immediately after this recollection. The happier participants felt, the more likely they were to choose to spend a windfall on someone else in the near future. Being generous with our time has a similar effect. A study of volunteering in Germany explored how volunteers were affected when their opportunities to help others were taken away and found that volunteering creates higher life satisfaction. In his book Flourish: A Visionary New Understanding of Happiness and Well-being University of Pennsylvania professor Martin Seligman explains that helping others can improve our own lives. "We scientists have found that doing a kindness produces the single most reliable momentary increase in well-being of any exercise we have tested," he said. In fact, 100 hours per year (or two hours per week) is the optimal time we should dedicate to helping others in order to enrich our lives. Is this smile big enough? Picture: Thinkstock. 7. PRACTICE SMILING - IT CAN ALLEVIATE PAIN Smiling itself can make us feel better, but it's more effective when we back it up with positive thoughts. A new study led by a Michigan State University business scholar suggests customer-service workers who fake smile throughout the day worsen their mood and withdraw from work, affecting productivity. But workers who smile as a result of cultivating positive thoughts - such as a tropical vacation or their child's ballet performance - improve their mood and withdraw less. Smiling makes us feel good which also increases our attentional flexibility and our ability to think holistically. A smile is also a good way to alleviate some of the pain we feel in troubling circumstances. 8. PLAN A TRIP - BUT DON'T TAKE ONE As opposed to actually taking a holiday, it seems that planning a vacation or just a break from work can improve our happiness. A study in Applied Research in Quality of Life showed that the highest spike in happiness came during the planning stage of a vacation as employees enjoyed the sense of anticipation: Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 14
  • 15. It found the effect of vacation anticipation boosted happiness for eight weeks but after the vacation, happiness quickly dropped back to baseline levels for most people. Holiday selfie. Picture: Thinkstock. 9. MEDITATE - REWIRE YOUR BRAIN FOR HAPPINESS Meditation is often touted as an important habit for improving focus, clarity and attention span, as well as helping to keep you calm. But it also boosts happiness. A study at Massachusetts General Hospital found, after subjecting 16 participants to an eight-week course in mindfulness meditation, that parts of the participants' brains associated with compassion and self-awareness grew while parts associated with stress shrank. Studies also show that in the minutes right after meditating, we experience feelings of calm and contentment, as well as heightened awareness and empathy. And, research even shows that regular meditation can permanently rewire the brain to raise levels of happiness. 10. PRACTICE GRATITUDE - AND INCREASE LIFE SATISFACTION In an experiment where some participants took note of things they were grateful for each day, their moods were improved just from this simple practice. The gratitude-outlook groups exhibited heightened well-being across several, though not all, of the outcome measures across the three studies, relative to the comparison groups. The effect on positive affect appeared to be the most robust finding. Results suggest that a conscious focus on blessings may have emotional and interpersonal benefits. The Journal of Happiness Studies used letters of gratitude to test how being grateful can affect our levels of happiness. Participants included 219 men and women who wrote three letters of gratitude over a three-week period. Results indicated that writing letters of gratitude increased participants' happiness and life satisfaction, while decreasing depressive symptoms. Work life balance. Picture: Thinkstock. 11. GETTING OLDER MAKES YOU HAPPIER As a final point, it's interesting to note that as we get older, particularly past middle age, we tend to grow happier. There's still some debate over why this happens, but scientists have got a few ideas. Researchers have found that older people shown pictures of faces or situations tend to focus on and remember the happier ones more and the negative ones less. Other studies have discovered that as people age, they seek out situations that will lift their moods - for instance, pruning social circles of friends or acquaintances who might bring them down. Still other work finds that older adults learn to let go of loss and disappointment over unachieved goals, and hew their goals toward greater well-being. So if you thought being old would make you miserable, rest assured that it's likely you'll develop a more positive outlook than you probably have now. Continue the conversation via Twitter @BelleBethCooper | @newscomauHQ This article originally appeared on Buffer's social media blog and was reprinted with the author's permission. Multi-screen viewing behaviour Authors: Dr Ali Goode and Neil Mortensen Source: Admap: November 2013 Summary This article discusses the impact of multi-screening on the effectiveness of television ads, finding that this behaviour increased ad exposure. Combining research methods, including filming in living rooms to capture natural behaviour, participant commentary, and a quantitative survey allowed a fuller picture of the effect of multi-screening. Key findings were that multi-screening means people are more likely to stay seated through an ad break and therefore increases ad exposure, and that people have always multi-tasked whilst watching TV, having conversations, interacting with children and animals, reading magazines and engaging in hobbies. It was found that except for having a conversation, orientation towards the TV was maintained through various multi-tasking and -screening behaviour. Additionally, multiscreening may enhance enjoyment of television as devices allow for greater engagement in the program. Article Viewers have easily adapted to dividing their attention between the television and additional screens and this has benefited TV viewing, according to research from trade body Thinkbox. In 2010, the marketing industry suddenly seemed to be talking about something called, variously, 'two-screening', 'multi-screening', 'dual-screening' or 'second-screening' – that is, watching TV with a connected device to hand. The fact that no one knew exactly what to call this emerging phenomenon underlined that they knew very little about it. No-one had a great deal of knowledge about something being billed as one of the most exciting new developments for marketers, but some of the early noises were that it might distract from TV advertising, not enhance it. However, most of the talk was based on personal opinion or claimed behaviour. With assumptions abounding, but little evidence, there was a marketing knowledge gap to fill. The marketing industry – and the TV broadcasters – needed to know what was actually happening in the living room, what impact this was having on viewing and viewer engagement, and what it meant for commercial broadcasting and the ad market as a whole. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 15
  • 16. Thinkbox's 'Screen Life: the view from the sofa' – commissioned from COG Research – met this complicated challenge. It used a combination of research techniques to examine 'multi-screening' – which the research showed as the most appropriate description, as sometimes people had more than two screens on the go at once – from every angle. The approach taken was a multi-stage, mixed methodology. At its heart was the filming of the living rooms of 20 homes in the UK, which captured more than 600 hours of TV viewing. This footage was analysed and key moments were reviewed with respondents commenting on their own behaviour. In addition to this, a technique called 'Quividi' captured where people's attention was focused – the first time Quividi had been used to analyse television viewing. This was combined with a quantitative survey of 1,000 internet active UK adults as well as a group of 50 UK adults who were followed for a week using a Digital Ethnography technique. Finally, a lab test was used to test ad recognition and whether ads still affected people's memory when they were multi-screening. It should be said that multi-screening is not a mainstream activity. Most people watch TV like they always have. The IPA's Touchpoints 4 shows that 50% of the UK adult population has multi-screened with around 21% claiming to do so daily. Nonetheless, it is a growing and very interesting activity which needed thorough research. The results of Screen Life have helped reshape how it is approached, through a number of key findings. Multi-screening keeps 'bums on seats' The living room footage revealed that multi-screening actually led to people being exposed to more TV advertising; the 'make a cup of tea' moment that could happen during ad breaks was replaced by the multi-screen moment, resulting in multi-screeners being more likely to stay in the room and less likely to channel surf during the ad break (Figure 1). Figure 1 Also multi-screeners tended to watch TV in longer bursts with 64% of viewing being in sessions of more than 15 minutes, compared with 47% when not multi-screening. Watching TV is not always TV watching People have always multi-tasked when watching TV, and the study showed this in intimate detail, revealing much about the dynamic nature of people's attention when watching TV. Lengthy observation of the sample's daily habits revealed just how busy people's main viewing room was. Even when not multi-screening, when people were 'watching' TV they were rarely solely fixated on it. There was a constant stream of activity in the room, with people coming and going – especially in family homes with younger children – short social chats about the issues of the day, even paying attention to pets. It was also common for people to be engaged in a number of other activities while watching TV such as eating, browsing magazines, doing hobbies, chatting about what they were watching, etc. There were, of course, plenty of particular moments – of high tension or comedy, for example, where people were 'gripped' by the TV. However, it was common that, rather than being a single attention activity, TV watching is, in reality, a constant state of dipping in and out of programmes. It is in this context that multi-screening has entered Britain's homes. So rather than being an entirely new activity that has disrupted TV viewing in an all-or-nothing way, people have easily incorporated accompanying screens into their existing habit of efficiently dividing their attention between the TV and something else. The data from Quividi demonstrated this (Figure 2). Although not being a direct measure of eyes on screen, Quividi measured head orientation so it could identify when people's heads were pointing towards the TV. The Quividi data was analysed by categorising all TV watching behaviours into three types: Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 16
  • 17. Figure 2 • Multi-screening: when tablet, phone or laptop was 'bright' in front of the respondent. • General TV watching: watching solus and including low-attention second activities (e.g. when eating). • Second activity: when respondents were engaged in a high-attention second activity (e.g. reading or social interaction). The data for when one and two people were watching TV showed that, although people tended to multi-screen more during ad breaks, there was actually no difference in their orientation toward the TV when comparing general TV watching and multi-screening. The only occasion when people's orientation shifted away from the TV was when two people were talking. In these instances, they tended to orient themselves towards each other. In short, the TV remained the focal point of the room regardless of people's multi-screening or any other secondary activity. Multi-screening made little difference. A question this observation prompted, however, was whether advertising was still having an effect on people when they were multi-screening? Was their multi-screening to the detriment of taking the ads in? The lab test was designed to investigate this. Participants in the lab test were told they had been recruited to take part in a study about social media. They were invited into a dummy waiting room before being interviewed. As they were waiting to be interviewed, a TV in the waiting room was showing a programme including an ad break containing six ads. Some were asked to multi-screen (research their Facebook page or Twitter feed) or did so naturally while waiting, others did not. This produced two samples of people who had or had not multi-screened during the ad break that happened to be on as they waited. Each respondent was subsequently shown these ads mixed in with six new ads and was asked which they thought they had seen. This test found equal levels of recognition among multi-screeners and non-multi-screeners, showing that their ad memory was equally affected by the ads (Figure 3). Figure 3 This result made sense as within the footage there were many cases of people multi-screening, yet still interacting with TV ads, commenting and even singing along to them. Fighting for attention? The Screen Life research demonstrated that people are highly efficient at dividing their attention across many different consecutive tasks. Moreover, when we are engaged in an activity, some part of our attention is always on the lookout for other things we might find interesting. In the case of multi-screening, people were seen still to be following what was on TV at the same time so, in effect, would have their mind's eye (or, as we dubbed it, 'mind's ear') looking and listening out for what was on – and this included advertising. During ad breaks people did shift attention toward their second devices. However, there were numerous cues that drew their attention back to the TV. These cues were nearly always auditory, as the TV always maintained the monopoly as the dominant source of sound in the room. Examples of these cues were hearing a timely offer, checking the odds on football, or hearing a favoured actor's voice, an unusual sound, a particular song, or even something that just sounded interesting. In fact, some respondents partook in behaviour we termed 'meerkating': quickly shifting their attention between the TV set and a second screen up to 20 times a minute. This observation raises the profile of the role sound plays in TV advertising. Clearly sound has always been important, but the research underlined this importance and should encourage brands to think about how sound is used in their ads. For example, if you want full attention at a certain point in an ad, it will be the sound that pulls multi-screeners back first rather than any visuals. It also implies that brands could consider including auditory as well as visual branding. Examples already exist, such as the sting used by Intel. The future of TV with multi-screening So, has multi-screening fundamentally changed TV's role? The answer is no, not very much. But in many ways it is enhancing it. As was found in Thinkbox's earlier 'TV together' research, TV – as it has always been – is one of the main things people enjoy talking about. As we are social creatures we like to identify common interests to bond over socially. Sharing our enjoyment of TV programmes is one of the key ways we do this, and multi-screening has enhanced our ability to do so. In the quant survey, 80% of (1,000) respondents said they had communicated with someone about a TV programme using a second device, many doing it regularly. This fits with Twitter's data that 40% of Twitter activity at peak viewing time is about TV. Respondents in the Screen Life study took great pleasure sharing TV moments through social media in real time, seeing if anyone was watching when they were, or getting reinforcement of their own views about programmes or issues. The content of these 'virtual sofa' moments was similar to the kinds of conversations people would have in normal, offline life. A result of this was a drive to watch TV live, as Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 17
  • 18. people reported that they often felt left out of the social media chat when not watching live, or they avoided social media when they were away from the TV to ensure they didn't find out what had happened on TOWIE or who had left X-Factor or Strictly Come Dancing. X-Factor: second screening has led to more people watching live as they want to avoid feeling left out of the social media chat Some respondents had also begun to use apps on their second screens to interact with programmes, such as playing along with Channel 4's Million Pound Drop. All of those who did this reported that it had very much enhanced their enjoyment of the programme – although interaction may only suit some respondents during certain day parts such as peak time when they have more time to 'play' or indeed at weekends. These interactive moments also extended into contact with brands, illustrating the new opportunities for brands through multi-screening by moving the TV closer to the point of purchase. There have already been some efforts to join the TV and second screen, for example a competition run by Cadbury's in an ad that played within the 2012 series of Britain's Got Talent, which could be tagged using the app Shazam. When questioned, the vast majority of people interviewed responded positively to the idea of interaction between the screens. They could easily invent ideas around discounts for immediate responses or adding products to an on-line shopping cart. One way in which brands could fit with TV viewing is through the idea of 'Now, Next, Later'. People could respond to an ad when prompted but they could also choose a 'Next' option, which will serve them content on the second device when the programme has finished or during the next break, or a 'Later' option, which will deliver content to your computer or an online shopping basket at some point in the future. Probably the most encouraging result from the quant survey was that the people who multi-screened the most were also those who reported that they liked and got the most out of advertising. So brands using both screens are actually likely to reach a target audience who will be very receptive. The bigger picture Recent advances borrowed from the world of psychology have challenged the idea that people pay attention to ads, actively learn what they're about, and rationally decide to act on them. Although the Screen Life research showed this can happen, it also revealed that this is far from the full story. Modern psychology and neuroscience have shown that being exposed to ads means that people both learn brand propositions and their memories retain associated images, sounds, and, indeed, feelings or emotions generated by ads. It is these emotional associations that spring to mind as intuitive feelings when we are faced with making a decision. They have a strong influence on what we do. With regard to multi-screening, these processes may be even more important because, when ads are given only short bursts of attention, it is more likely that these emotional associations will be retained in the memory. An example of this observed in the Screen Life research was a respondent who, during the course of 56 seconds, was in conversation with his partner while booking a hotel on his laptop and checking texts on his mobile phone – all while the TV advertising was on. For the entire time, his attention was constantly split between at least two things. Despite all of these distractions he was drawn in to spend 1.5 seconds looking at a Pizza Hut Stuffed Crust commercial on the TV, which was his only exposure to an ad for Pizza Hut that week. However, when interviewed, being shown this clip, he said he had actually bought a stuffed crust pizza a few days after seeing that ad. We will never know for sure whether seeing the ad was the reason he bought a Pizza Hut pizza, but this does fit with the modern understanding of how ads can work and doesn't sound that improbable. What does it mean? One further important finding from the Screen Life research was that multi-screening brings people closer to TV. It enhances their sense of enjoyment because the opportunity for further engagement is greater than ever; from following favourite celebrities, to chatting online and even participating in the show (like in the case of Million Pound Drop), there were countless examples of respondents using additional screens to get closer to TV. This increased enjoyment is indicative of how multi-screening is good news for viewers – and advertisers. Multi-screening keeps viewers present for ad breaks; it is catalysed by TV; encourages more TV viewing; and does not affect ad recognition. The research study won the Grand Prix at the Media Research Group Awards and the award for Advertising and Media Research from the Market Research Society, so the industry has seen value in its findings as well. Thinkbox and COG Research accomplished what we set out to do: use the evidence from innovative market research to replace conjecture about multi-screening with genuine new, usable insights. And, because the findings were so positive for TV, the research has given fresh confidence to the industry in making TV investments and reassured advertisers on the enhanced effectiveness of TV. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 18
  • 19. About the Authors Dr Alastair Goode is a former academic, he completed his PhD in the psychology of advertising. He now seeks out new approaches to understand brands and advertising. ali@linguabrand.com Neil Mortensen is research and planning director at Thinkbox. He was previously research director of OPera OMG and is a former director of research for ITV. Time For A Trading Desk? Consider These Factors June 7th, 2013 - 12:05 am By AdExchanger ―Data Driven Thinking‖ is written by members of the media community and contains fresh ideas on the digital revolution in media. Today‘s column is written by Gurbaksh Chahal, CEO & Founder of RadiumOne. Marketers are accustomed to investing quite a lot of capital to build their core audiences. Until now, that‘s mostly meant collecting mounds of data from multiple sources such as agencies, in-house metrics, marketing analytics companies and the social web, analyzing this data for trends and relevant insights before extracting the actionable information and deciding where to invest future marketing dollars. But these old-school tactics are quickly being replaced (or at least augmented) by more nimble methods – agency trading desks, and technology such as advertising platforms that can combine marketers‘ first-party data with additional social data sets to help hone and streamline audience-targeting strategies. Agencies are increasingly turning to platforms to help them effectively manage and parse through piles of mismatched and incomplete data sets, so they can help marketers better reach their audience in a programmatic landscape. If you‘re considering the trading desk model, you‘re certainly not alone. According to recent research from OpenX, 71% of publishers and buyers trade ads programmatically, and many predict double-digit revenue growth this coming year. And it‘s no wonder; manually culling through multiple data sets is tedious, time-consuming and ultimately unscalable as the mounds of advertising-specific data grow into mountains. Meanwhile, picking the right ad tech partner can turn data gleaned from social conversations, predictive algorithms and aggregated display-performance metrics into a holistic view of consumer ad behavior across both desktop and mobile platforms. This new information, combined with a brand‘s existing data, can uncover new audiences, optimize future campaigns and pinpoint customer intent across the entire Internet. But with so much at stake, marketers have plenty of pros and cons to weigh when picking their partners. Regardless of where you are in the process of evaluating the trading desk model, here are some thoughts to consider before moving forward with this integrated approach. Agency Trading Desk Pros: • Better Targeting. Agency trading desks can target people, matching certain criteria on a one-to-one basis, rather than taking the traditional approach of packaged impressions. Agencies create a list of attributes that define the desired audience behavior and then partner with a DSP that has algorithmic bidding capabilities to match inventory with audience attributes. • Better Insights. Trading desks can provide deeper data analysis to reveal more insights that can contribute to the effectiveness and efficiency of the ad buy, combining online and offline marketing initiatives. • Better Integration. Working with agency trading desks at one‘s digital media agency offers more avenues for collaboration and seamless integration of services. Agency Trading Desk Cons: • Conflict of Interest. Agency trading desks act simultaneously as both agent and vendor, which may cause issues that would otherwise be resolved with two-party involvement. • Lack of Transparency. Clients have little insight into the actual process of buying and selling and place extreme trust in agency trading desks. In many cases, clients may not even be aware that their digital ad buys are being executed via trading desks. • Double Charges. Skeptics of the trading desk model have voiced concern that they are paying their agencies to manage media and then paying them again for the agency-relating services offered by trading desks. • Media Mark-Ups. An agency trading desk may buy media at their own risk and then resell that media to clients at a premium. Due to the conflict of interest, there are concerns about the trading desk also functioning as the client‘s agent. • Internal Mandates. Some agencies and holding companies mandate that all network-based transactions can only be executed through their internal agency trading desks. That raises the question: Are media agencies selecting the trading desk option because it represents the best option for a client, or because it is owned by their parent companies? In order to avoid the conflict-of-interest issue and the lack of transparency of working with a trading desk, consider working with directly with programmatic ad partners to manage your next campaign. You might be surprised at the insights and data you are able to uncover, which can be looped back into future campaigns. Alternatively, imagine what an agency trading desk can do with this combined powerful data set to help make smarter paid-media decisions. Whatever you decide, the important thing is to find a way to activate the pile of data you already have at your fingertips. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 19
  • 20. Define It - What Is Real-Time Bidding? November 27th, 2012 - 12:04 am By John Ebbert With the ecosystem providing insights on "programmatic buying" and "programmatic selling" last week, we reached out to a new group of executives to define one of the key underpinnings of programmatic media - whether display, mobile, social, etc. - and asked: "What is Real-Time Bidding?" Click below or scroll down for more: • Scott Spencer, Director of Product Management, Ad Exchange, Google • Paul Dolan, Managing Director North America, Xaxis • Jeff Green, CEO & Founder, The Trade Desk • Josh McFarland, CEO, TellApart Scott Spencer, Director of Product Management, Ad Exchange, Google "Real time bidding (n); 1) A technology introduced in 2009 to make it easier for ad networks to buy only the inventory they want. 2) A common buzzword that is part of everyone's business plan in 2013. 3) The act of buying digital inventory from multiple publishers on an impression by impression basis, typically involving an auction pricing mechanism. 4) One of the biggest opportunities for publishers to participate in new media spend, but not a panacea if done in isolation. (See "premium ad server", "dynamic allocation"). 5) A big part of what inspires me and the editors at AdExchanger to come into the office every morning. Synonyms: programmatic buying, informed purchasing, NASDAQ for ads Example: Wow, the ad space I make available for real time bidding is crushing it!" Paul Dolan, Managing Director North America, Xaxis (WPP) ―Real-Time Bidding (RTB) is the interface into an auction marketplace constructed on the foundation of Programmatic Buying & Selling. Smart Advertisers leverage RTB as one of many ways to target audiences wherever they may be in the digital space.‖ Jeff Green, CEO & Founder, The Trade Desk "Real-Time Bidding means that every online ad impression can be evaluated, bought, and sold, all individually, and all instantaneously. It is the future of all online advertising and enables exchanges and buyers to work together to programmatically sell and place bids on ads. It allows every impression to be cost effective, and to be placed in front of the right person, at the right time. When using RTB, it is the buyer‘s challenge to score every user on a variety of attributes, and place the right CPM bid and right creative in front of that user. RTB eliminates broad placement of ads and systemically allows each ad to be presented with intent behind it, based on available data to the buyer. RTB is the center of the spot market for video, display, mobile, and social advertising today. And the RTB spot market is the foundation for the next generation forward market." Josh McFarland, CEO, TellApart "RTB is like online shopping . . . at once a mere convenience and also a game changer. Did we shop before the internet? Yes. And yet now we have more options, shop more efficiently, can personalize our experiences, and yes – often find better prices. As a result, we shop more and the total commerce pie has expanded. Now, offline stores are integrating the benefits of internet-connected shopping with mobile apps, real time inventory, and real world personalization. The lines are blurring into an incalculably better omnichannel experience for us all. As with the advent of online commerce, so too will RTB prove to be the backbone of all future marketing efforts. With the backdrop of holiday feasts behind us, who can argue with expanding the pie?" Define It - What Is RTB? Programmatic Marketing Meets The Gartner Hype Cycle By John Ebbert on Tuesday, November 27th, 2012 at 12:04 am 4 Responses to ―Define It - What Is Real-Time Bidding?‖ 1. Satish Kadu says: November 28, 2012 at 2:55 am If I have to define it one line, I typically define RTB for my clients as "Massive Scale Display Media auctioned on a per Impression Basis" A more detailed definition that I have seen resonating with clients is RTB is an automated process which allows media buyers to evaluate, bid on and purchase ad inventory on a per impression basis. Reply 2. Ramsey McGrory says: November 28, 2012 at 12:04 pm + 1 on Scott's 4 points, only caveat would be that Right Media was 'real time bidding,' where the platform required that the POV on the impression be held inside of RMX (manually entered or via API). This started in 2004, and was a huge change - optimize price against inventory, rather than inventory against price as DCLK had done for years. The latest Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 20
  • 21. version of RTB (circa 2009) allowed for the decision logic to sit outside the platform where the supply was without pushing the ad call to the buyer (eg daisy chaining). Reply 3. Norm Page says: December 4, 2012 at 12:53 am Assuming RTB is "real-time bidding", that was created in 1996-1997 by Flycast. Oh, stop you're groaning! At the time, Flycast had built a desktop application (hmmm, DSP?) that allowed buyers to set - among other parameters - in an "AdAgent" aka persistent technology, their bid prices on impression-level inventory across a network of web publishers - down to the page level - all of whom had tagged their inventory with a Flycast tag. Flycast servers were able to understand, quite simply, in real-time, at ad call, "Sold or Unsold ad space? If sold, DART or Imgis or AdForce, or whomever serves the ad. If unsold: What buyer's "AdAgent" parameters make this unique impression a). a biddable impression, and b). priced accordingly above the publisher's floor, and c). which of those AdAgents is willing to bid the highest CPM for this unique impression at this moment in time?" No data overlays at the time. Remember: DCLK + Abacus and the ensuing brouhaha were but a twinkle in our eye at the time. Ask Dilip DaSilva of Tribal how he defines RTB. He cracked the code on real-time ad decisioning and serving as I recall. Followed by Ad.com, Right Media, and others. Now, whether or not RTB requires data overlays to incorporate audience-based attributes is quite an interesting debate since unlocking and enabling data in real-time ad environments has only recently come to fruition. But good old fashioned RTB pre-dates 2009 by quite some time IMHO. Reply 4. Brutus Gordianus says: December 6, 2012 at 2:04 pm What again is an impression? Now you can buy it with 100% confidence, sir, without ever leaving the comfort of your living room! Never mind that an impression is a completely abstract concept which represents value only because we agree that it does and yet...poof! it doesn't because now we say it is worthless. The Confederacy and Weimar Germany had a more reliable system of value and money. One word of advice, Mr. Advertiser: Mind the middlemen. Define It - What Is Big Data? December 3rd, 2012 - 8:00 am By John Ebbert Bubbling around and through the advertising ecosystem is what some have called "Big Data." Is it demo data? Location data? Or data from that little mouseover you just did with the graphic appended to this post? - It seems like it's any piece of data we can think of, no? Time for some ecosystem input! With previous ideas on the definitions for programmatic buying, programmatic selling and real-time bidding, we reached out to a group of executives who get their hands dirty with data everyday and asked them: "What is 'Big Data'?" Click below or scroll down for more: • Phil Mui, Chief Product and Engineering Officer, Acxiom • Boris Mouzykantskii, Founder, CEO & Chief Scientist, Iponweb • James Deaker, Vice President of Advertising and Data Solutions, Yahoo! • Dev Patel, CEO, Bityota • Mike Driscoll, CEO, Metamarkets • Jeremy Barnes, Founder & CTO, Datacratic Phil Mui, Chief Product and Engineering Officer, Acxiom "The world has always had 'big' data. What makes 'big data' the catch phrase of 2012 is not simply about the size of the data. 'Big data' also refers to the size of available data for analysis, as well as the access methods and manipulation technologies to make sense of the data. For many, 'Big Table', 'Map Reduce', 'Hadoop', 'No Sql', among other such technologies are strongly correlated, and often used interchangeably, with 'big data'. The adoption of these tools and techniques enables one to make sense of the volume, velocity, and variety of big data. For marketers, 'big data' represents a challenge and an opportunity to develop intelligent analytical tools to better reach their customers at the right channel, right time, and right device. Big data promises significant payoffs: it enables marketers to invest proportionally to the value of existing or potential customer relationships, often in real-time. More importantly, big data promotes a culture of data-informed decision making. It is now much harder to justify a decision based solely on 'intuition' or 'gut' without some data analysis to back it up. If it takes a hyped term to make data-driven decision making pervasive, I am all for it." Boris Mouzykantskii, Founder, CEO & Chief Scientist, Iponweb "Big Data is essentially a rebranding of 'normal' data. There is largely nothing new in the data available itself, but with the evolution of computer processing and storage subsystems it has become possible to not only store & interface with the entire data set, but increasingly take advantage of it in real-time. In the past, storing a small fraction of the most useful data meant investing serious effort into structuring it. As companies began to store all the data that they generate, structuring it became too hard and the challenge shifted to data usage. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 21
  • 22. Today, Big Data enables us to scan the whole dataset on each query, in parallel, on multiple computers. This is incredibly insightful for analytics, but still takes significant time & computational power. More powerful ways to use this 'big data' are now emerging by feeding it into a machine learning engine for analysis. Increasingly this is where it is being used in online advertising to best effect; enabling real-time decisions around audience behavior, impression valuation and user response prediction." James Deaker, Vice President of Advertising and Data Solutions, Yahoo! "Big data is usually characterized by three dimensions, sometimes known as the '3Vs': • Volume of data that exceeds traditional processing methodologies • Variety of data types and sources • Velocity of data flowing in and out of the systems In our industry, big data is such a hot topic because each of these dimensions needs to be addressed effectively to improve the consumer and advertiser experience through better personalization and targeting. It is necessary to understand all of a user‘s interactions with web pages and apps, ideally across all the devices they use to access your content. Volume-wise, this generates terabytes and exabytes of historical data. The variety of data is huge because the data formats vary by device, location of the user and mode of interaction. Finally, to benefit the consumer and the advertiser, the data needs to be used in real-time for user content personalization, ad-targeting or real-time bidding." Dev Patel, CEO, Bityota "Big Data can be defined by size/volume, rate of growth, and variety of structure of that data. The definition of Big Data and technologies are inextricably linked, where lack of the latter may force Big Data to peter out into a ‗damp squib.‘ Traditional relational database systems were not designed to cope with Big Data. It is the combination of the three dimensions that has given rise to new Big Data technologies broadly in the areas of NoSQL, NewSQL, Storage and Analytics. Digital Advertising is a classic Big Data phenomenon where data from multiple sources is variable in structure, produced at varying intervals from real-time page/ad views to when a purchase occurs, and its size is in terabytes and petabytes. Data that used to be aggregated and archived can now be used for detailed analysis to improve performance. Analytics for marketing is a key use case of Big Data -- where analysts want to be able to collect and store more data and integrate raw, full-detail data from campaigns, social feeds, audience click stream, online and offline purchase histories, etc for programmatic buying and selling, closing the loop, attribution, building predictive behavioral models, etc." Mike Driscoll, CEO, Metamarkets "Big data is data that must be distributed in storage and parallelized in processing. If your data fits in an Excel spreadsheet, it's small. If it fits on a single traditional server (like MySQL), it's medium. But if your data is so large that it's spread across multiple machines, or on specialized hardware with multiple disks, congratulations: you've got Big Data. Big data thus goes hand in hand with cloud-based, distributed storage systems like Amazon's S3, as well as distributed processing frameworks like Hadoop, and massively parallel processing (MPP) databases such as Oracle's Exadata and HP's Vertica. A fatal mistake for ad tech firms is streaming log data from a cloud of ad servers into a single analytics server, creating a slow, painful bottleneck. When working with Big Data, one's analytics architecture must be similarly distributed and parallelized. Here's a table I developed to describe the differences between small, medium, and big data." Jeremy Barnes, Founder & CTO, Datacratic "'Big Data' is about using datasets that are too large for standard solutions like databases. The internet is rich in data and many online businesses have problems dealing with it all. Typical big data solutions use tools like Hadoop to run relatively simple algorithms over vast quantities of data, using lots of computers. These solutions have the advantage of scaling up to power the very biggest businesses, but are driven by the 'how' of implementation instead of 'what' problem to solve. Unfortunately, scalability of backend systems is rarely the main business challenge and it comes at a cost. I feel that by focusing on 'Big', many people are missing the point. With some care, a $10,000 server can fit several billion impression records in memory and process them much faster and cheaper than with Hadoop. Is it still Big Data if it‘s running on a single computer? Does it matter? You should care that your solution is appropriate, not that your data is big." By John Ebbert on Monday, December 3rd, 2012 at 8:00 am 3 Responses to ―Define It - What Is Big Data?‖ 1. Vikram Somaya says: December 4, 2012 at 1:11 am Hear hear Jeremy. It's not how big your data is, but how much useful insight you can generate from large volumes of unstructured data. Reply o Warren says: March 27, 2013 at 12:04 pm AMEN! Late to the party with my response but better late than never. Size is somewhat irrelevant. It really comes down to the level of insight you can glean from your data. I could have a couple thousand rows of data or I could have a couple billion rows of data...and If I can't do anything with it...I have a BIG data problem. Reply Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 22
  • 23. 2. Paul Cimino says: December 5, 2012 at 10:24 am John - I'm sure that the data scientists, DBAs and CTOs and tech-leads in you readership may have found this article useful but you could have captivated the business people (the ones with the checkbooks) if included more 1 word in the title. That word is "for" which would have made the title "What is big data for?". The business folks (with the budgets entrust the decisions about the mechanisms around big data (NoSQL, Hadoop, Hive, MongoDB, etc) to their CTOs. They probably aren't interested in discussion above but would like to read and learn about business cases for big data. Let me know. I'd be happy to contribute. Define It - What Is An Algorithm? December 19th, 2012 - 12:08 am By John Ebbert Thus far, our "Define It" series has covered definitions for some of the essential drivers of programmatic media including real-time bidding and "Big Data." But, running in, around and through all of these concepts is something called an algorithm. What's that? AdExchanger reached out to a group of programmatic media "top guns" and asked for their thoughts on: "What is an algorithm?" Click below or scroll down for more: • Dean McRobie, CTO, Annalect (Omnicom) • Jason Kelly, CEO, Sociomantic • Rob Griffin, EVP, Global Director of Product Development, Havas Digital • Matthew Goldstein, EVP Business Development and Founder, Korrelate • Aaron Kechley, SVP, Products, DataXu • Konrad Feldman, CEO, Quantcast Dean McRobie, CTO, Annalect (Omnicom Media Group) "To me, an algorithm is any piece of automated code that accepts some number of variables and data, [then] uses those variables and data to make decisions. But that‘s the boring computer science definition. In the world of programmatic buying, algorithms represent the rules we use to place bids on biddable media: display, mobile, search, social, out of home, etc. Algorithms have to take into account the market, the marketing objectives, the budgets and ancillary factors around the individual bid (for example, how does the current search volume for a brand effect what they might be prepared to pay for a display banner?). The algorithm is the secret sauce in programmatic buying. The real challenge is how do the algorithms in disparate systems fit together to ensure more efficient and effective marketing for our clients?" Jason Kelly, CEO, Sociomantic "An algorithm is a set of instructions for multivariate calculations that learn and adapt over time. To humanize this answer for digital advertising, an algorithm is a calculation that should simply meet customers‘ goals creating value in the most cost-effective and transparent ways possible. Unfortunately, the word ‗algorithm‘ is often one of the first talking points that vendor partners in our space refer to but can say very little about given that most platforms are built on proprietary technology. This overuse of the word has created ‗algorithm fatigue‘ and resulted in loss of meaning. Advertisers who want more than just marketing speak around algorithms should focus on customization to fit their needs and bottom line revenue results that are transparent." Rob Griffin, EVP, Global Director of Product Development, Havas Digital "Lets start with what it is not. An algorithm is not human-less automation. An algorithm is not a human-less tool. An algorithm is at its simplest a process followed in executing calculations for processing data and decisioning. To quote from Wikipedia‘s definition of an algorithm, it is ―more precisely, an effective method expressed as a finite list[1] of well-defined instructions[2] for calculating a function.‖ In our industry this is leveraged for improved analysis to generate more efficient and effective marketing communications and better optimization. Now that said, an algorithm needs to be defined and told what to do. Whether the algorithm exists for the planning & buying of media, or within dynamic creative, a DSP, an SSP, a Facebook optimizing platform, a landing page targeting tool, and/or a bid manager for search we need smart professionals behind them in order to leverage what algorithms can do to help improve what we are trying to do which is create a better customer experience across paid, owned, and earned media … more efficiently. Another way of looking at it is this, a high end race car is only as good as the driver." Matthew Goldstein, EVP Business Development and Founder, Korrelate "Five different, yet simple answers to define an algorithm. o 'It‘s a Proprietary Algorithm' is the stock answer when engineers cannot clearly identify how results were obtained o Algorithms are a company's secret sauce -- think Google search results or FB news feed or Goldman Sach's investment strategy – a good algorithm is worth billions and other algorithms are worth pennies o All good and valuable algorithms are proprietary so it is virtually impossible to define/understand the ones that really work Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 23
  • 24. o The best algorithm I have ever personally created was a way to predict ad sales revenue, then RTB/programmatic entered the market and rendered my algorithm worthless; so I am now working on a new predictive algorithm, so wish me luck. o Algorithm = wild-ass guess'" Aaron Kechley, SVP, Products, DataXu "Quasi-technical Definition: a well-defined and finite process for transforming an initial state and inputs into a final state and output. Ad-tech Definition: varies depending on the day, but usually whatever people want it to mean. Practical Definition: an automated way of making transactional decisions to maximize a quantified outcome, such as user actions, sentiment shift, or viewability. Algorithms can be simple or hugely complex. They can use advanced math or simple rules. Algorithms can be subject to constraints like budgets, targeting, or pacing. The more constraints, the harder it is for a given algorithm to maximize the desired outcome. In advanced marketing software, an algorithm is not static, but is continuously trained using live data. There are no one-size fits all algorithms in marketing – different designs have different strengths and weaknesses. Rather than chasing ―the best‖ algorithm, you‘ll have more luck with a system that can provide flexibility and choice of algorithms designed for a wide range of marketing needs." Konrad Feldman, CEO, Quantcast "An algorithm is like a recipe. A recipe provides detailed directions that convert ingredients into a dish, and there is a wide range of different recipes. In the case of algorithms the ingredients are various types and pieces of data and the dish is information. So an algorithm is a precise method for converting data into useful information. Within the context of programmatic buying, the data ingredients available relate to the placement, the time of day, the user‘s location, the cookie ID and any related historical or third party data available. And of course the performance goals of the campaign, pacing or other constraints, and any observed performance to date (potentially the result of a prior output of the algorithm). Traditionally these different dimensions are considered and decided separately by simple algorithms, generally simple enough that humans can execute them. Placement decisions, for example, might be based on human intuition about which sites make sense to advertise on, and refined later by turning off under-performing sites. The pacing algorithm might be as simple as tuning a bid CPM and a frequency cap. But real-time bidding has opened the door for much more sophisticated algorithms that can only be managed by machines. The best of these make different decisions on each impression and take into account dependencies between dimensions. For example, rather than turning off a site that underperforms on average, a bidder might continue to bid for it only for a subset of consumers for which it performs well." By John Ebbert on Wednesday, December 19th, 2012 at 12:08 am 2 Responses to ―Define It - What Is An Algorithm?‖ 1. Neal Richter, Chief Scientist says: December 20, 2012 at 11:12 am An algorithm has multiple definitions yet in all well considered ones it is a procedure for doing a particular computation. As Aaron states above the word in adtech means whatever is needed that day. That said, let's discuss what makes a GOOD algorithm. A mathematician might say that an algorithm also needs to be shown to solve problems effectively, either in practice or theoretically. A good algorithm is one that is known to work well, for instance it can be proven to be optimal or at least (1-epsilon) optimal where epsilon is small. In addition to optimality a computer scientist might be concerned with the efficiency of the algorithm. How fast does it run? Can it be parallelized? Good ones scale when needed without sacrificing effectiveness. In business practice a good algorithm leads to an increase in efficiency of the business in some measurable way. Higher revenue per worker. Less repetitive effort, increased same store sales, higher order volume, etc. What are classes algorithms in adtech? Executing targeting expressions to match supply and demand is done with an algorithm. Deriving the minimum pricing of inventory might be done with an algorithm. Calculating bid prices should be done with algorithms as well. The analytics in adtech is often performed with sophisticated sampling algorithms or might be a massive parallel computation of the whole data set. Forecasting inventory 'avails' is also done with algorithms, and this is actually a known hard problem if the targeting is rare. What is NOT an algorithm? RTB is not an algorithm, it's a protocol for exchanging information. APIs are not algorithms, they are defined mechanisms of executing operations on an internal or external software system. As a computer scientist I would assert that a simple single rule "IF A then DO X ELSE DO Y" is not much of an algorithm... it's just a rule. What is the state of algorithms in AdTech? I'd say mixed. What passes for an algorithm is not well correlated with any definition of 'good'. Here's a fascinating data point: For yesterday 54.4% of all RTB bids Rubicon's real-time trading platform saw for the same creative had less than 4 distinct bid prices. What does this mean? The 'algorithms' that set the bid prices for 54% of the campaigns attempting to buy inventory are of questionable effectiveness. Reply 2. Anto Chittilappilly says: December 20, 2012 at 2:18 pm Just thought that I'd weigh in from the perspective of a marketing attribution software provider: An algorithm is a systematic way of doing things – an approach that is repeatable. An algorithm can be good or bad at its intended job, but it's a path to get to where you want to go. Computers are great at following algorithms, but it takes human Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 24
  • 25. intelligence to build them, and to compare them to real world results/phenomena to evaluate their accuracy and effectiveness. As the old expression goes: "Man plans, and God laughs." Well in the marketing world, "engineers build algorithms, and the results produced by acting on them validate whether they are any good or not." How Do Companies Make Any Money in Digital? October 25th, 2012 - 9:50 am By AdExchanger ―Data Driven Thinking‖ is written by members of the media community and contains fresh ideas on the digital revolution in media. Today‘s column is written by Eric Picard, CEO at Rare Crowds. In 2007 I wrote a paper that analyzed the lack of investment from 2001 to 2006 in the basic infrastructure of ad technology. The dot-com bubble burst had a chilling effect on investment in the ad tech space, and as an industry we focused for about six years on short term gains and short term arbitrage opportunities. This period saw the rise of ad networks and was all about extracting any value possible out of existing infrastructure, systems, and inventory. So all the "remnant" inventory in the space, the stuff the publisher's in-house sales force couldn't sell, got liquidated at cheap prices. And those companies with the willingness to take risk and the smarts to invest in technology to increase the value of remnant got off the ground and succeeded in higher efficiency buying and selling, and lived off the margins they created. But we lost an entire cycle of innovation that could have driven publisher revenue higher on premium inventory – which is required for digital to matter for media companies. There's been lots of discussion about the drop from dollars to dimes (and more recently to pennies) for traditional media publishers. And while the Wall Street Journal and New York Times might be able to keep a pay-wall intact for digital subscriptions, very few other publications have managed it. In 2006 the ad tech ecosystem needed a massive influx of investment in order for digital to flourish from a publisher perspective. These were my observations and predictions at the time: • Fragmentation was driving power from the seller to the buyer. Like so: • A lack of automation meant cost of sales for publishers, and cost of media buying management for agencies, were vastly higher in digital (greater than 10x what those things cost for traditional on both the buy and sell side). • Prices were stagnated in the digital space because of an over-focus on direct response advertisers, and the inability of the space to attract offline brand dollars. • Market inefficiency had created a huge arbitrage opportunity for third parties to scrape away a large percentage of revenue from publishers. Where there is revenue, investment will follow. • There was a need for targeting and optimization that existing players were not investing in, because the infrastructure that would empower it to take off didn't exist yet. • Significant investment would soon come from venture capital sources that would kick start new innovation in the space, starting with infrastructure and moving to optimization and data, to drive brand dollars online. Six years later, this is where we are. I did predict pretty successfully what would happen, but what I didn't predict was how long it would take – nor that the last item having to do with brand dollars would require six years. This is mainly because I expected that new technology companies would step up to bat across the entirety of what I was describing. Given that the most upside is on brand dollars, I expected entrepreneurs and investors to focus efforts there. But that hasn't been the case. So what's the most important thing that has happened in the last six years? The entire infrastructure of the ad industry has been re-architected, and redeployed. The critical change is that the infrastructure is now open across the entire "stack" of technologies, and pretty much every major platform is open and extensible. This means that new companies can innovate on specific problems without having to build out their own copy of the stack. They can build the pieces they care about, the pieces that add specific value and utility for specific purposes – e.g. New Monetization Models for Publishers and Brand Advertisers, New Ad Formats, New Ad Inventory Types, New Impression Standards, New Innovation across Mobile, Video and Social, and so on. So who will make money in this space, how will they make it, and how much will they make? I've spent a huge portion of my career analyzing the flow of dollars through the ecosystem. Recently I updated an older slide that shows (it's fairly complex) how dollars verses impressions flow. The important thing to take away from this slide is that inventory owners are where the dollars pool, whether the inventory owner is a publisher or an inventory aggregator of some kind. Agencies have traditionally been a passthrough for revenue, pulling off anywhere from 2 to 12% on the media side (the trend has been lower, not higher), and on average 8 to 10% on the creative side depending on scale of the project. Media agencies are not missing the point here, and have begun to experiment with media aggregation models, which is really what the trading desks are – an adaptation of the ad network model to the new technology stack and from a media agency point of view. The piece of this conversation that's relevant to ad tech companies is that so far in the history of this industry, ad technology companies don't take a large percentage of spend. In traditional media, the grand-daddy is Donovan Data Systems (now part of Media Ocean), and historically they have taken less than 1% of media spend for offline media systems. In the online space, we've seen a greater percentage of spend accrue to ad tech - ad serving systems for instance take anywhere from 2 to 5% of media spend. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 25
  • 26. So how do ad tech companies make money today and going forward? It's a key question for pure transactional systems or other pure technology like ad servers, yield management systems, analytics companies, billing platforms, workflow systems, targeting systems, data management platforms, content distribution networks, and content management systems. There's only so much money that publishers and advertisers will allow to be skimmed off by companies supplying technology to the ecosystem. In traditional media, publishers have kept their vendors weak – driving them way down in price and percentage of spend they can pull off. This is clearly the case in the television space, where ad management systems are a tiny fraction of spend – much less than 1%. In the online space, this has been less the case, where a technology vendor can drive significantly more value than in the offline space. But still it's unlikely that any more than 10% of total media spend will be accepted by the marketplace, for pure technology licensing. This means that for pure-play ad tech companies with a straightforward technology license model – whether it's a fixed fee, volume-based pricing, or a percentage of spend – the only way to get big is to touch a large piece of the overall spend. That means scaled business models that reach a large percentage of ad impressions. It also means that ultimately there will only be a few winners in the space. But that's not bad news. It's just reality. And it's not the only game in town. Many technology companies have both a pure-technology model, and some kind of marketplace model where they participate in the ecosystem as an inventory owner. And it's here that lots of revenue can be brought into a technology company's wheelhouse. But its important to be very clear about the difference between top-line media spend verses 'real' revenue. Most hybrid companies – think Google for AdSense, or other ad networks – report media spend for their marketplaces as revenue, rather than the revenue they keep. This is an acceptable accounting practice, but isn't a very good way to value or understand the value of the companies in question. So 'real revenue' is always the important number for investors to keep in mind when evaluating companies in this space. Many ad technology companies will unlock unique value that they will be the first to understand. These technology companies can capitalize on this knowledge by hybridizing into an inventory owner role as well as pure technology – and these are the companies that will break loose bigger opportunities. Google is a great example of a company that runs across the ecosystem – as are Yahoo, Microsoft and AOL. But some of the next generation companies also play these hybrid roles, and the newest generation will create even greater opportunities. Follow Eric Picard (@ericpicard) and AdExchanger (@adexchanger) on Twitter. How RTB Enables Lifestage Marketing by Chris Sukornyk, Thursday, Oct. 17, 2013 We buy different things at different stages of our lives. That‘s obvious enough. But what‘s not always obvious is exactly when a consumer is transitioning between these stages. For marketers, knowing when these transitions take place is crucial because these are the times when consumer habits form. The products they use during these transitions will likely be the products they use for years to come. Luckily, real-time bidding (RTB) offers the perfect tool for detecting these transitions as they're happening and serving up display impressions instantly. That tool is known as Search Retargeting, and it's turning RTB into a much more sophisticated form of marketing. Let's look at a straightforward example: It‘s extremely important for diaper marketers to know when a woman is expecting a new baby. If they can get new parents to choose their brand of diapers by offering discounts or free samples, there‘s a good chance those parents will be steady customers for the next three or so years – and diapers aren‘t cheap. But how, exactly, do marketers know when a woman is pregnant? One of the best ways is to look at the keywords she‘s searching for online. If a woman is searching for information about pregnancy and newborns, she‘s giving a strong signal that she may be pregnant. And the strength of this signal is what makes Search Retargeting such a uniquely effective from of display advertising. Unlike Site Retargeting, which some people still think is the beginning and end of RTB, Search Retargeting serves display ads to users based on the searches they‘ve conducted on Google, Yahoo, Bing and other sites. In other words, Search Retargeting is powered by the signals of intent we reveal whenever we preform an online search. And because it doesn't rely on existing site visitors, Search Retargeting allows brands to target entirely new customers. Let's look at Search Retargeting in action. To return to the diapers example, after a woman searches ―pregnancy vitamins,‖ on Google, she will likely browse another site that is serving displays ads via an RTB exchange. The diaper marketer has already placed a bid to serve impressions to people who have searched for "pregnancy vitamins" -perhaps restricting the bid to women from specific demographics. So, the woman has revealed that she's entering a lifestage transition, and, thanks to the power of real-time bidding, she has seen a targeted display ad only moments later. The diaper marketer who placed this ad is instantly in the lead in the race to acquire a valuable new customer. Each lifestage transition tends to come with its accompanying search terms. If someone searches for retirement homes, you, of course, want to serve them display ads for products and services targeted to the elderly. Pain relief brands, for example, might be wise to run Search Retargeting campaigns that serve displays to individuals searching for retirement homes. Likewise, a search for engagement rings allows marketers to target consumers not just for wedding-related products and services but also for the many different things that tend to be purchased by newly engaged couples. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 26
  • 27. If any of this sounds surprising, it shouldn't. Search marketers have understood the power of these search signals for years. After all, there's a reason Google is worth so many billions. Search Retargeting is the RTB's chance to take advantage of search signals. And when it comes to signals, lifestage transitions are the first ones to watch for. http://www.mediapost.com/publications/article/211531/how-rtb-enables-lifestage-marketing.html ROI Measurement For Sponsorships Found Lacking by Steve McClellan, Nov 18, 2013, 6:48 PM More than one-third of marketers are unhappy with techniques for measuring the return on investment (ROI) for sponsorship and event marketing activities. That‘s according to a new survey and report issued by the Association of National Advertisers. The report found that 38% of those surveyed are dissatisfied with their firms‘ ability to measure sponsorship/event marketing ROI and about one-third (32%) said they were dissatisfied with their ability to measure Return on Objectives (ROO). The survey found that the number of companies with dedicated budgets for such measurement is increasing -- 60%, up from 40% in 2010. And those budgets appear to be growing, although they are still relatively low, per the survey. As a percentage of the amount spent to acquire sponsorship rights, measurement budgets have on average risen from 2.3% in 2010 to 5% in 2013. The metrics that are both highly used and highly valued for measuring return of sponsorship and/or event marketing include the amount of media exposure generated, social media, awareness of brand, awareness of brand‘s sponsorship, attitudes towards brand, and lead generation. Almost three-quarters of respondents feel it is ―extremely‖ or ―very‖ important for their sponsorship and/or event marketing partners to help in the measurement of the results, such as gauging recognition and recall. Commenting on the survey on the ANA ―Marketing Maestros‖ blog, Group EVP Bill Duggan wrote: ―Marketers should ask all their sponsorship and event marketing properties for help with measurement, and write that requirement into contracts. It is important for properties not to just offer a menu of benefits, but to become true partners with marketers and work with them to establish, achieve, and measure business objectives.‖ While sponsorship ROI measurement appears to be improving ―there is still work to do,‖ Duggan wrote. ―The middling satisfaction …is tied to sub-optimal standards and practices.‖ Companies should consider getting procurement departments involved, he added, while marketing mix modeling would also help isolate the impact of sponsorship. 2 comments on "ROI Measurement For Sponsorships Found Lacking". Robert Barrows from R.M. Barrows, Inc. Advertising & Public Relations commented on: November 20, 2013 at 12:42 a.m. Regarding Measurement and measurement budgets...for $4.95 you can read all about an easy-to-use mathematical formula that will actually let you quantify the relationship between your advertising and sales. You can use it for all your advertising, including your sponsorship advertising. The formula is called "The Barrows Popularity Factor," and the math is so easy to use that all of the calculations can be done by one person, in moments, with just a simple calculator. To find out more, give me a call at 650-344-4405. Bob Johnston from SponsorHub commented on: November 21, 2013 at 8:52 a.m. Great piece. Helping marketers quantify their sponsorship budget deserves the same acute eye as digital and TV spending. Technology can definitely help. The sponsorship industry is deficient in good technology that has existed for years in other silos of marketing. Audience Data Management Is Key To Performance-Based Advertising Nov 21, 2013 Emil Panzarino ADOTAS Audience data is typically a performance marketing company‘s best yet least utilized possession. Understanding customers and their online behavioral actions can change the way an advertiser develops, executes and manages its online customer acquisition strategy. Driving more relevant and meaningful customer and advertiser interactions is the key to ensuring an effective and profitable online advertising campaign. The rise of Big Data and more sophisticated audience analysis tools has forever changed online customer acquisition — for the better. Marketing decisions can no longer be based on a hunch or what may have worked in the past. Now, data must inform every digital marketing decision. The key to developing and executing these highly relevant and extremely efficient interactions comes down to how well marketers understand and use data in their online advertising campaigns. Data provides a window into a customer‘s or prospect‘s behavior, whether it is past, present or future actions. This allows marketers to make fact-based assessments about their customers. Understanding the ―What, When, Where Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 27
  • 28. and How‖ arms companies with the information needed to target customers based on their actual behavioral patterns. Data also help marketers anticipate future actions, preparing them to better up-sell and cross-sell additional products by recognizing evolving marketing trends. All of which begs an important question: If the answer to improving online advertising performance is so easy, why isn‘t every company mastering and reaping the rewards from this concept? The vast majority of companies collect customer data; however, they face a variety of obstacles in using this data to drive strategic change. Here are three strategies to help you take advantage of your company‘s audience data. Understand the Data You Already Have Even though many companies collect data from their online advertising campaigns they are often doing so by way of executing some other more short-term, action-driven initiative. This approach tosses aside heaps of valuable information. Think of all of the information collected by simply having a prospect click on a banner ad, email or landing page. From that one action alone we already know so much about a prospect. We know what sites she visited before clicking on the ad. We can gain a pretty good idea of her current physical location in the world. And, in many cases, we know her age and demographic information, the time and day she interacted with the ad and the type of device (mobile, tablet or desktop) she used to engage with the ad. Understanding which media channels your customers and prospects are using as they make their way through the purchase consideration cycle offers an enormous edge in making smart, strategic decisions, especially when layered with the aforementioned audience data. Understand How and Why to Use Data A widely prevalent and difficult hurdle to overcome in audience data management is understanding how and why to use your data. Harnessing the individual channels of data for the betterment of overall performance can be an overwhelming task. Confronted with a consistently growing pool of customer information marketers are faced with a shortage of actionable insight that can be assembled from the data that already exists. Invest in Internal Data Management Resources Many companies fail to invest in internal department or resources dedicated to data management. This is often due to an overwhelming focus and attention on immediate advertiser results at the expense of properly understanding the underlying factors affecting a campaign. That is precisely the type of issues that proper audience data management helps elucidate. Understanding data to improve the overall health of digital performance can sometimes be a deeper investment on the front end but often pays off handsomely when correctly executed. Furthermore, there are so many channels to manage, and so many different skill sets needed to manage these channels, that the tradeoff is usually a loss of data sharing within a marketing team. This can be offset by creating an internal marketing unit specifically dedicated to examining a company‘s entire data landscape and funneling resources to the necessary business units based on information gleaned from that data. It‘s been said that ―Data is king‖ and, in the case of online marketing, this is often true. Marketers that respect and understand data the best will achieve the most performance from their online advertising campaigns. Brands go it alone on programmatic NEW YORK: A majority of brands are planning to bypass their agencies when it comes to programmatic ad buying, a new survey has said. Advertising Age reported the findings of a CMO Club poll, which contacted 600 CMOs during October, of which 130 responded. According to this, some 46.2% of brands are preparing to consider a direct relationship with a demandside platform, while a further 15.4% are already working with one. Just 30.8% indicated that they were managing the relationship using an agency partner. The magazine said this development was being driven by the increasing trend of brands to collect their own data. "Tying first-party data to a programmatic media buy can help reach the consumers they [brands] want, minimizing the need for a middleman," it noted. While programmatic buying has so far been limited to online display and video ads, it is set to spread to television. Comcast, the cable and ISP company, is to trial the targeting of ads to subscribers watching linear programming based on demographic profiles, with a view to rolling out the platform next year. Comcast VP Andrew Ward said the company was building a database to cross-reference names and addresses of Comcast subscribers against third-party credit data, as well as public census data on likely attributes. MediaPost explained that as well as targeting ads to households, the platform would enable Comcast to use locally available TV inventory to sell additional Comcast services to its own customers. It also noted that Comcast intended to send ads to tablets and other devices using IP within the home, as it sought to reach dual-screeners. The scale of the change facing television was highlighted by Dan Ackerman, senior vice president of Adap.tv, the video advertising platform, as he addressed the Streaming Media West conference in California. "Companies like Amazon, Roku, and online travel sites have been there for the birth of automation and have thrived," he said. "On the other hand, household names like Barnes & Noble, Tower Records, Kodak, and Blockbuster didn't adopt programmatic and are now either gone or suffering." Television was about to face a similar challenge. Adapt or die was his message, Streaming Media reported. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 28
  • 29. Mobile usage grows in Brazil NEW YORK: Just over half of Brazil's online population will be mobile phone internet users by the end of 2013, a new survey from eMarketer has found, and this figure will rise to almost 60% within the next four years if current trends continue. Driven by strong economic growth, rising incomes and improvements to mobile networks, the report, Brazil Mobile: Smartphones Pave the Way to a Multiscreen Market, also estimated there will be 142.7m mobile phone users in the country this year. This equates to 71% of the Brazilian population, a modest rise of 2.3% since last year, although at that rate the mobile online population is expected to grow to 58.3% of Brazilians by 2017. Mobile devices are also closing the gap on PCs for internet access while the frequency of simultaneous TV and internet usage is on the rise. According to research from IAB Brasil and comScore, conducted in May 2013, 57% of Brazil's internet users 'always' or 'frequently' used their tablet devices to access the internet while simultaneously watching TV. Similarly, some 58% used smartphones while 64% used their PCs or laptops while watching TV at the same time. Data sourced from eMarketer; additional content by Warc staff , 21 October 2013 Agencies reject RFPs NEW YORK: Many agencies are reported to be rejecting requests for proposals (RFPs) from marketers, citing factors such as low fees, short timelines and vague briefs. One such is Vitro, based in San Diego, which has turned down eight reviews this year. Tom Sullivan, CEO of San Diego-based Vitro told Advertising Age this had happened "because timelines are insane and creative asks are unreasonable". He also noted an increasing "lack of transparency" around fees. "If we're going to put a tremendous amount of energy into a pitch, we can't be in the dark – we have to know the fee potential," he said, adding that "some clients and consultants forget that we're a business, too." The cost issue was also referenced by Kristin Bloomquist, executive vice president at the Phoenix office of indie shop Cramer-Krasselt, who further mentioned staff morale and the impact of clients' procurement departments, which often treated agencies like a vendor of office supplies. "There's no time, no respect, no information," she said. "I'm applauding that we are starting to be a little more discriminatory in looking at opportunities." The Association of National Advertisers echoed that stance. "When there are big budgets involved, especially, some marketers think they can make all sorts of demands," said Bill Duggan, ANA group executive vice president. "More agencies saying no is a good thing, and if that tide is turning, it's awesome," he added. The short-termism of Wall Street is another factor in the mix, as Sullivan noted the increasing pressure being placed on CMOs by company boards. "They are playing a short game, thinking "How do I win this quarter?' and that mentality is cascading down to how pitches are done," he said. "It's about who's the best for an immediate problem they have right now," he continued. "They are looking for a BandAid." Yet another complication is the gap in understanding as regards digital work. "RFPs are sometimes driven by clients with eyes much bigger than their stomachs regarding what it takes to do great digital work," noted Brian Wiener, CEO at digital shop 360i. "They don't really have the budgets to support their expectation levels," he concluded. Data sourced from Advertising Age; additional content by Warc staff, 22 October 2013 Australian content marketing grows SYDNEY: Four out of five Australian marketers are creating more content in 2013 than they did last year, but only half are following a documented strategy, a new study has found. A survey by the Content Marketing Institute (CMI) and the Association for Data-driven Marketing and Advertising (ADMA) polled 159 Australian organisations representing a full range of industries, functional areas and organisation sizes, and found that, of the 93% of respondents using content marketing, 81% had increased the amount produced this year. Some 52% had a documented content strategy, more than similar surveys had found in North America (43%) and the UK (42%). Joe Pulizzi, founder of the Content Marketing Institute, noted that Australian, North American and UK marketers had all produced more content over the last year but said Australian marketers had increased their output the most. "Content marketing has clearly taken hold in Australia,‖ he said, referencing the level of documented strategies. Further, the survey said that 69% of Australian marketers intended to increase their content marketing budgets in the coming year, compared to 58% in North America and 56% in the UK. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 29
  • 30. This was an indicator, said Jodie Sangster, ADMA CEO, that ―they are beginning to see how content marketing can benefit clients, consumers and the bottom line". Australian marketers used an average of 13 content marketing tactics, with articles on their own websites (84%), social media other than blogs (84%), eNewsletters (82%) and blogs (80%) the most common. Articles on other websites (72%), videos (71%), case studies (70%) and in-person events (64%) were also popular. Among social media platforms, LinkedIn was the most used, with 86% of respondents distributing content here, followed by Facebook and Twitter, both on 79%. They also felt that LinkedIn was the most effective platform, as 52% using it rated it four or five on a five-point scale. Slideshare and YouTube both scored 49% on this metric, followed by Twitter on 45% and Facebook on 43%. A session at an ADMA conference in Sydney earlier this year highlighted how three leading brands – Telstra, Samsung and AFL Media – were implementing content marketing strategies in Australia, including the creation of a brand newsroom and becoming broadcasters. Warc subscribers can read the details here. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 30
  • 31. 8 Video Types to Add to Your Content Marketing Lisa Barone, November 20, 2013 In 2013 you made a decision to use video to connect with your customers. But now the year is almost through and you're still staring at your coworkers trying to understand what that means. What kind of video should you create? What will be most effective to larger business goals? What types of marketing videos are out there for businesses? Does it all have to be professionally shot? Below is a short list of video production types and how they can be used to increase awareness, build lead generation, and establish trust with customers. 1. Explainer/Tutorial Videos For many brands, video starts here. It begins as a way to show a customer how to do something more efficiently – whether it's using a cool online tool, setting up a user account, or tiling their new bathroom in time for the holidays. Explainer or tutorial videos allow customers to see, in action, what it is they're trying to accomplish to help them follow along at home. They can also be used to simplify hard concepts in a customer's mind. These videos are great not only for establishing expertness and authority in a vertical, but for capturing the allimportant "how to"- and "hack"-themed queries in the search results. For queries that are especially competitive, targeting these phrases via video is easier than trying to gain rankings via traditional organic. Why fight through a crowded front door when you can walk through the side door? [Home Depot, your How To videos are super informative and great. They're also as boring as watching paint dry. You can do better than this.] 2. Webinar Videos Whether you realize it or not, you‘re probably already creating this type of content. Maybe you're using Screenflow to record a software demo to walk your team through the new install. Or maybe you're using GoToWebinar to record a presentation intended for priority customers. Don't just sit on it. Post it and let your whole audience benefit from the information you're going over. Content you only use once is content wasted. Always be on the hunt for additional ways to leverage the content you've created. Whether you've hosted a webinar to 20 customers or you're spoken on a webinar broadcasted to thousands, how else can you use that content? 3. Project Reviews Product reviews are a staple in the world of corporate video, but they are so for a reason. Because they're effective. According to a fourth quarter 2012 study from Invodo [PDF], 57 percent of consumers are more confident to make a purchase online after watching a product video. More confidence equals fewer returns, fewer sales calls and happier customers willing to share their experience with your brand. There's also the famous stat from Zappos where simply adding video to its product pages had a sales impact of 6 to 30 percent. All they did was add video. Nothing else. Why wouldn't you do that? 4. Video PSAs When it comes to evoking an emotional response, nothing does it better than video. Whether you're a nonprofit on a limited budget or you have some serious cash to spend, to use video is to use the combination of sight and sound to affect people in a very real way. Below is a video PSA created for the New York Council on Problem Gaming as part of its KnowTheOdds gambling awareness campaign. Does NYCPG have tons of literature that speaks to the same things addressed in the video? Yes. Are the effects of problem gambling a mystery? Maybe not to some. But this video and the others created hit viewers right in the chest and the impact was real. 5. Culture Videos Culture videos are becoming a dime a dozen, but the good ones still stand out. In age where consumers care just as much about why you do something as what you do, these videos help your brand rise from the pack and give consumers a more personal connection. Use them to show off your team, your secret sauce and the passion you have for your business (and your customers). Need an example of a great culture video? Check out this one from the folks at Copypress. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 31
  • 32. Copypress Culture from David Snyder on Vimeo. 6. Testimonials Whether it's from clients sharing how great it's been to work with you, from industry partners who have benefited from your collaboration or even your own team talking about what it was like to be part of your latest project, testimonials are a powerful way to establish social proof. Even better, they're as effective shot on your iPhone as they are on a professional cyc wall. Snap them during in-store events, at tradeshows, or after the release of your latest project. 7. Animations Whether you hire a motion graphics company or use a free too like Animoto, animation is another type of video to incorporate into your content marketing strategy. The reason many brands like animation is it gives you the creativity the brand is after, while still allowing a little distance if your CEO is weary of being too outspoken in his own skin. Through animation and brand characters, a new dimension of your brand is created. Animation provides visual and emotional stimulation, as well as that wow factor your content needs to be remembered. 8. Instagram Video Wendy's, charity:water, Ben and Jerry's, General Electric, and Oreo are just some of major brands that have jumped onto Instagram to create a splash via short-form video. In fact, 40 percent of the top 1,000 most popular Instagram videos are from brands. Instagram serves as a great outlet to show off the spirit of your brand, to create community and to inspire engagement around what you're doing. Conclusion With so many different ways to incorporate video into your content marketing, there's no excuse not to. Which flavors of online video have you tried? British Airways Billboard Ads Interact With Planes by Erik Sass, Yesterday, 12:52 PM Thursday, Nov 21, 2013 British AirwaysOne of the big selling points of digital billboards is interactivity -- and the definition grew wider this week thanks to British Airways, which unveiled new outdoor ads that interact with planes overhead. The BA campaign, running on Clear Channel‘s new ―Storm‖ digital out-of-home network in London, uses surveillance technology and flight schedules to determine when there is a BA plane overhead. When a plane is detected, it triggers an image of a child pointing up at the aircraft, along with a message containing the flight number and departure city -e.g., ―Look, it‘s flight BA430 Amsterdam.‖ That‘s followed or accompanied (in installations with more than one sign) by a second message, e.g. ―Amsterdam, one of 34 city break destinations.‖ Other complementary messages highlight things like low fares or the current temperature at the destination. The ads are running on Storm displays in Piccadilly, in Central London, and the West London neighborhood of Chiswick, whose positions allow juxtaposition with BA planes landing at London‘s busy Heathrow Airport. The campaign was created by Ogilvy‘s 12th Floor agency. Richard Tams, the head of BA sales for the UK and Ireland, stated: ―We've all had conversations with friends and family wondering where the planes are going and dream of an amazing holiday or warm destination, and this clever technology taps in to that and reminds people how accessible the world can be.‖ The Storm network, unveiled by Clear Channel UK in October, consists of high-profile digital billboards along motorways around London; among other features, they allow ―bespoke‖ ad placements, with creative formats and schedules ranging from a single, two-hour display during a Friday rush hour to a year-long takeover. The billboards are complemented with customizable lighting and digital nameplates for advertising clients. Time-shift viewing could be the norm LONDON: The spread of PVRs and on-demand services will soon result in time-shift viewing becoming the default option for UK consumers, a new report has argued. Around 2,000 people from Kantar Media's TGI database were interviewed via telephone for the insight provider's futurePROOF study on the ownership and use of digital technologies and media in Britain. This revealed that whilst Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 32
  • 33. most people currently prefer to watch "must-see TV" at the time of broadcast, there were signs that this could be about to change. Just over half of the British adult population (53%) claimed ownership of a PVR (such as Sky+, V+ or YouView) at home, while a similar proportion (49%) said they had watched television on-demand in the previous month, using any device. The study further established a hierarchy of viewing choices for TV series that people particularly wanted to watch. Live TV remained the preferred viewing option, but only just, as 51% chose this, ahead of 34% opting to watch on PVR and 10% using on-demand services. Kantar Media pointed out, however, that people who said they had a PVR and had used on-demand TV were already more likely to choose to watch a series via PVR (52%) than live (38%) or on-demand (10%). And an age differentiation was also apparent, with those under 35 being less likely to choose live TV (40%) than timeshifting in some form (PVR 37%, on-demand 17%). In addition, the futurePROOF study showed that that PVRs were seen as more convenient and reliable than ondemand TV viewing. Almost two thirds (64%) of PVR users were more at ease setting that device to record a TV programme than relying on on-demand services . And 58% said they used the PVR rather than on-demand so they could keep access to programmes for longer. On-demand, in contrast, was regarded primarily as a catch-up facility, with 70% of on-demand users saying they only used this service in order to catch up on programmes they had missed. Many also found the availability of such services on other screens useful (47%) for watching when not in front of a TV set. Trevor Vagg, Director, Kantar Media Custom, observed that the ease of use and convenience offered by PVRs and on-demand services had resulted in a growing viewer preference for control over when they watched. "The social opportunity to "media-mesh" with live content is also a factor that will surely continue to influence viewing choices," he added. Data sourced from Kantar Media; additional content by Warc staff, 19 November 2013 Confessions Of Agency CTO: Ready or Not, Programmatic Future Already Here by Skip Brand, Tuesday, Nov. 19, 2013 Dr. Hagen Wenzek, a leading technology consultant who spent more than a decade with IBM and was the CTO at IPG Mediabrands, has seen the future of how online ads will be bought and sold, and the crystal ball revealed a programmatic world to him. ―The tsunami is already in sight,‖ said Wenzek, founder of Freestyle Consulting. ―You don‘t need to telescope any more to see it coming, so I don‘t think anybody has any time left.‖ Skeptics can deceive themselves by looking at the percentage of revenues being generated by programmatic, but this is the wrong vantage point. If your gauge is the actual number of transactions facilitated through programmatic, you‘ll get a much better picture of how things are truly changing. Programmatic‘s dramatic shift is especially evident in video. Six months ago Hulu and others said that it would never offer any of their inventory on an exchange, network or through any kind of programmatic situation. Now Hulu sells inventory via GroupM‘s Xaxis. ―That‘s just an example where those folks who believed the transition would be slow are now turning around and wondering, what the heck?‖ said Wenzek. ―Why can‘t I buy that inventory anymore on Hulu? Because I don‘t have the capability to buy programmatically?‖ Wenzek asserts that publishers and advertisers that have held back on RTB based on the ―race to the bottom‖ perception will be surprised to learn that they can actually improve the quality of their impressions by using programmatic.. Quality concerns don‘t stem from real-time bidding or programmatic, he explains. The real problem begins with how digital advertisements have always been bought. ―Through a more algorithmic approach to buying and placing ads, it‘s much easier to find patterns in the data that give you an indication whether the ad that you paid for is actually a valid impression,‖ he said. ―So it is a pressure point. Maybe RTB would even accelerate that. Yes, you‘re racing to the bottom, but that race is also the result of people starting to understand how impression-gathering is really working.‖ When I asked Wenzek why he thought so many advertisers and publishers were resistant to adopting programmatic trading practices, he responded, ―It‘s not a concern for quality. It‘s culture.‖ Both the buy and sell side have built their businesses in an analog manner, on direct sales forces, media buyers and planners. These businesses are accustomed to doing things manually. Today, we‘re beginning to rely on computers and algorithms to facilitate all these transactions. Data is available to help make better decisions about those transactions and different skill sets are required to facilitate trades. There‘s also less need for businesses lunches or golf outings – business events that executives are reluctant to leave behind. ―However, if you can actually make that transition or you started from scratch without that baggage, then you can be so much more efficient because you‘re doing things with computers and not with people,‖ noted Wenzek. Although programmatic will continue to grow as predicted, it will still appear to be a small part of the industry economy simply because cost-per unit is so much lower than it is on other channels. ―It might not be total revenue of the industry, because a Super Bowl ad is just so crazy-expensive that if you negotiate it manually, it still looks as if a lot of Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 33
  • 34. activity in the industry continues to be non-programmatic,‖ concluded Wenzek. ―However, if you look at the total number of transactions that happen in the industry, that‘s for me the measurement of the pyramid.‖ http://www.mediapost.com/publications/article/213753/confessions-of-agency-cto-ready-or-not-programma.html Down The Not-So-Transparent Rabbit Hole by Tyler Loechner, Yesterday, 5:02 PMMonday, Nov 18, 2013 I learned a lot about transparency at OMMA RTB in Chicago today -- or at least I think I did, because the more I learned about it the more confusing it became. Considering the topic, that's not a good thing. My big question was: "When does this stop being a topic?" The general response: "Never. The subtopics just change." So my new theory on transparency is that it has, is, and forever will lead the entire advertising industry down a rabbit hole. Maybe there's an ending to that hole, maybe there isn't. That's a fitting mystery, because it means the transparency rabbit hole is not so transparent. That sounds scary, but I don't think it's necessarily a bad thing. Using a nerdy example, "transparency" is starting to sound like an annoying video game. Every time you beat one level (solve one transparency issue), you don't beat "transparency," you simply move on to the next level, the next issue. Think about it for a second. For example, viewability wasn't even a thing two years ago. Once that's "solved," what's next? I think it's a good thing to have problems that need to be solved. And when you do solve a problem, another challenge comes up. If everyone had the answer to every transparency question, what would be the point? It's good to have some people understand certain topics better than others -- that is the nature of a free marketplace. Perhaps the biggest issue with transparency is the problem that there's a ton of money to be made in fraud. That's what someone at the event told me, and I don't think anyone would dispute that claim. And it's not like fraud is unique to the advertising industry, so the fact it's an issue shouldn't really surprise anyone. The conversation around transparency goes so much further down the rabbit hole than just "how much did I lose the bid by?" From my conversations with OMMA RTB attendees, it spans all sorts of issues, including the death of cookies and the subsequent rise of monopolies should cookies disappear. But most importantly -- even more important than fraud in my opinion -- is that the root of transparency issues has nothing to do with technology, fancy algorithms, and data scientists. It has to do with something much more complex than all of those: human emotions, namely trust. Judging by the conversations I had, the ultimate solution to transparency appears to be working directly with people you trust. But by the sounds of it, it's not so easy to trust. Yet, if trust is truly the root of transparency issues -- the bottom of the rabbit hole -- the fact the marketplace is so fragmented can't help. Programmatic Coming To A Living Room Near You by Steve Smith, Yesterday, 1:47 PMMonday, Nov 18, 2013 Extending the programmatic ad platform from online display to create addressable TV ads has been one of the industry‘s pet fantasies since I started covering it back in 2001. It always segued into that other longstanding living room dream: interactive TV. Well the hardware is pretty much here. The new generation of set-top and cable boxes are full-blown, connected computers sitting beneath the TV screen. Big data mashers are coming online that no doubt could render all of those remote control clicks into fascinating new affinity maps of people‘s tastes, proclivities and clicker habits. Some, like the newest gaming consoles, even have motion detection on board that can recognize specific faces present in the room. Talk about a people meter. And of course we already have the programmatic trading and targeting of digital video advertising well along from the Web world. The pieces are waiting to be put together. Comcast apparently will be taking a big leap in this direction with its first attempt to target ads to specific households within linear programming. Targeting of this sort has gone on for a while in the on-demand space, which of course has fewer insertion points and complexity to manage. But in this next stage, the Comcast advertiser will be able to target spots according to household demographics. Perhaps it isn‘t the one-to-one addressable media some have promised all along, but it is a start. Comcast VP Andrew Ward told FierceCable last week that a trial will start this quarter so that the platform will be in place next year. The company plans to use ad tech from Invidi for the program. In addition to targeting ads to households, the platform will let Comcast use some of the locally available TV inventory to sell additional Comcast services to its own customers. So, for instance, Comcast could use the system to target ads for specific services like home security to customers who have not yet ordered that service. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 34
  • 35. One of the more interesting tidbits in Ward‘s interview involved multiple screens. The master plan is to have Comcast send ads not only to linear TV programming but also to tablets and other devices using IP within the home. Clearly Comcast is aiming to get a piece of the emerging second-screen experiences. But it will be interesting to see how the company tries to insinuate itself into the other IP nooks and crannies that come from an explosion of connected devices and hardware. MSOs struggled for years to avoid becoming the big fat broadband pipes they eventually became. One wonders if the emergence of the all-powerful and important home WiFi network is another way MSOs hope to get back into the digital ad and e-commerce ecosystem. The company is already targeting ads to the tablet apps its customers use to control the newest digital cable boxes. Behind all this is data, both homegrown and third party. Ward says the company is building a database that crossreferences the names and addresses of the Comcast households against third-party credit data, as well as public census data on likely attributes. Comcast to target ads to individual subscribers watching linear programming November 8, 2013 | By Steve Donohue PHILADELPHIA--Comcast (Nasdaq: CMCSA) plans to kick off a trial by the end of the year which will deliver unique ads to subscribers watching linear programming based on demographic profiles, Andrew Ward, group VP of the Comcast Media 360 multiplatform ad-sales unit, told FierceCable Thursday. "The technical trial will begin in the fourth quarter, and we'll begin to roll that out next year and beyond," Ward said after an event Comcast held for advertising executives at its corporate headquarters. With the rollout of its cloud-based X1 platform, Comcast also plans to deliver unique ads to set-tops, tablets and other IP-connected devices within subscriber homes, Ward added. Comcast will use targeted advertising technology from Princeton, N.J.-based Invidi to target ads to individual homes watching linear programming, Ward said. The product will allow an advertiser that buys a 30-second commercial from Comcast to deliver unique ads based on demographic profiles of Comcast households. The Invidi product will also let Comcast use its local advertising inventory to market its own products to subscribers. For example, the MSO would be able to deliver a commercial for Xfinity Home only to customers who haven't ordered the home automation service, a spokesman said. Ward said Comcast already targets ads to individual homes where consumers watch TV shows in its Xfinity On Demand library. The MSO uses dynamic ad-insertion technology from BlackArrow, whose investors include Comcast Ventures, for VOD advertising. Comcast relies on a database that combines names and addresses of homes in its footprint with third-party data, including Experian credit worthiness data, automotive data and ethnic data from census files. "We're building out a data engine that marries commonly available household profile data in anonymous, aggregated fashion across our footprint," Ward said. In addition to delivering targeted ads in linear and video-on-demand programming, Ward said Comcast is beginning to deliver targeted ads to subscribers who use its Xfinity apps and online video portal to watch TV programming. Read more: Comcast to target ads to individual subscribers watching linear programming - FierceCable http://www.fiercecable.com/story/comcast-target-ads-individual-subscribers-watching-linear-programming/2013-1108#ixzz2lCNsn6hz Charter, Cablevision exit Canoe Ventures consortium August 16, 2013 | By Steve Donohue Charter Communications (Nasdaq: CHTR) and Cablevision (NYSE: CVC) are no longer members of the Canoe Ventures advanced advertising consortium, cable MSO and Canoe executives told FierceCable this week. Charter and Cablevision were founding members of Canoe, which initially focused on building a platform for interactive TV programming and advertising when it debuted in 2008. In February 2012, Canoe announced that it would cut 120 employees and switch its focus to building a platform that would make it easier for cable networks and broadcasters to place ads in video-on-demand programming using dynamic ad insertion technology. The exit of Charter and Cablevision from the consortium occurred before it announced the strategy change last year, said Chris Pizzurro, head of sales and marketing at Canoe. While Canoe never announced that the MSOs had left the consortium, Pizzurro noted that it no longer lists Cablevision and Charter as members on its website. Canoe co-founders Comcast (Nasdaq: CMCSA), Time Warner Cable (NYSE: TWC), Cox Communications and Bright House Networks continue to back the consortium, and Pizzurro said Canoe is making progress helping the MSOs and programmers insert dynamic ads into VOD programs. He said dynamic ad insertion is available in more than 28 million households, including cable systems owned by a "couple" of the venture's MSO founders. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 35
  • 36. Comcast and Time Warner Cable have announced previously that they offer dynamic ad-insertion using technology supplied by BlackArrow. Cox spokesman Todd Smith said the MSO has tested dynamic ad insertion in a couple of markets and plans to launch DAI on its cable systems "sometime in 2014." Charter announced in 2006 that it was testing dynamic ad insertion. And Cablevision, which was one of the first cable MSOs to launch advanced advertising products, offers dynamic ad insertion on its cable systems in New York, New Jersey and Connecticut. "Charter is supportive of their [Canoe's] mission but not engaged in any work or projects with them," said spokeswoman Anita Lamont. Canoe, which has built a clearinghouse that programmers can use to manage VOD advertising, is currently handling dynamic ad insertion for 40 networks and 100 ad campaigns, Pizzurro said. Programmers that rely on Canoe include NBCUniversal, Scripps Networks Interactive and Fox Networks. Pizzurro said Canoe plans to soon announce that it will be handing VOD ad transactions for more than 90 networks. Pizzurro wouldn't name the new networks, but it's worth noting that programmers that currently offer popular adsupported VOD content on cable systems include AMC Networks (Nasdaq: AMCX), Viacom (NYSE: VIA) and Walt Disney Co. (NYSE: DIS). Read more: Charter, Cablevision exit Canoe Ventures consortium - FierceCable http://www.fiercecable.com/story/charter-cablevision-exit-canoe-ventures-consortium/2013-08-16#ixzz2lCO4Hfrw Are Programmatic And Branding Mutually Exclusive? by Joe Mandese, Yesterday, 12:18 PM Monday, Nov 18, 2013 Depends on who you talk to. Or in the case of OMMA RTB Chicago, who‘s talking to you from the opening panel debate. Jen Brady, founder-CEO of Fred & Associates, believes programmatic audience-buying is antithetical to brand strategy, whereas Art Muldoon, CEO and co-founder of Accordant Media believes it‘s just another tool in a brand marketer and agency's chest -- and when used well, can accelerate a brand‘s strategy, not limit it. ―We don‘t have the Super Bowl of the Internet anymore with RTB,‖ Brady challenged: ―We‘ve commoditized it. We are not thinking about the overarching creative approach to incorporate branding.‖ ―Programmatic absolutely has a place in branding,‖ countered Accordant‘s Muldoon, noting that it‘s just ―nascent and growing.‖ One of the problems with scaling programmatic technologies in the branding and creative process is that marketers still need to be educated on how it can work for them. On that point, Donnie Williams, chief digital officer of Horizon Media, said marketers become ―extremely nervous about the creative discussion,‖ implying that media agencies try not to force the issue, because it can be ―another barrier to shifting more spending online.‖ He said creative versioning can work in lower cost-propositions like altering banner copy on the fly, but less so when expensive content such as video is involved. ―I think there is room for creative nuance,‖ Williams said, adding: ―I just don‘t think that‘s the starting point.‖ Agencies: RTB Vendors Don't Want Transparency by Gavin O'Malley, Yesterday, 12:50 PM Monday, Nov 18, 2013 It‘s no surprise that all in attendance for the OMMA RTB conference in Chicago, on Monday, are calling for greater procedural transparency. A little surprising, though, was one agency insider‘s suggestion (accusation?) that programmatic tech vendors don‘t really want to see greater transparency, because that will logically lead to greater accountability. ―It‘s a little bit [like] people like it to be complex,‖ Tracey Paull, Senior Vice President and Director, Deliver, Starcom USA. Needless to say, agencies continue to demand transparency, but Paull likens the effort to a game of Whack-AMole. Wherever the agencies start to get ―clarity‖ in one area, opacity rears its ugly head somewhere else in the system, she complains. Spicing up the transparency debate, MediaPost Editor-in-Chief Joe Mandese asked the tough question about whether transparency should be a two-way street, meaning should agencies also transparently disclose what their margins are on RTB buys? ―I don‘t make those decisions,‖ said Starcom's Paull, adding, ―I‘m not even privy to all that information.‖ Not shutting the door completely, Paull said it was a ―valid question that agencies are working through clients.‖ Brands Swing onto Vine for Advertising Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 36
  • 37. November 4, 2013 Wunderkind alert: Vine, the video-sharing app has over 40 million users and 5 Vines are tweeted every second – that‘s all before Vine‘s first birthday this January. Although videos are only 6-seconds, advertisers are trading length for frequency. The looping feature creates the opportunity for multiple impressions. Virgin Mobile‘s marketing director Ron Farris describes Vine ads as ―transient as the passing bus that has an ad for a summer blockbuster that captures your attention and then it leaves.‖ While some feared Vine would fade away after Instagram debuted their video feature, the numbers show otherwise. Women‘s Wear Daily reported that Vine has greater engagement and a larger number of elite brands on their app. Clothing retailers like Gap, Burberry and French Connection have had success showing off their merchandise in stop motion videos. It‘s a smart strategy, who doesn‘t want to watch a visual parade of pretty clothes? The Tribecca Film Festival used Vine to host their #6SecFilm competition where users uploaded their own movies for a chance to win $600. Travel company Airbnb took fan engagement to the next level. They called for Twitter users around the world to share their Vines, and then created a 4-minute movie that premiered at the Sundance Festival, check it out here. Among the good are also the bad and the ugly. Some brands try to cram too much footage into 6-seconds, resulting in a blink-and-miss-it mess. The best Vines are simple ideas with clean executions and of course, a hashtag for easy sharing and brand awareness. General Electric has become a star on Vine. Their one-time online science fair went so viral that it launched into a full blown social media campaign, #6secondscience keeps GE‘s 90,000 followers hooked. One video, displaying what happens when you combine milk, food coloring, and Dish soap, has been liked 130,000 times and revined 105,000 times. Companies are even reaching out to Vine influencers. Gary Vaynerchuk‘s talent agency Grape Story connects brands to ―Vine stars‖ with large followings to maximize exposure. With such a diverse and exciting playing field, it‘s clear that the age of Vine advertising has truly kicked-off. Sources: Mashable.com, Mediabistro.com, Adweek.com, Econsultancy.com, Npr.com, Wwd.com, Crainsnewyork.com, Prdaily.com, Fastcompany.com, Searchenginejournal.com, 6secondscience.com, Hollywoodandvines.com, Vine.co - See more at: http://www.omnicommediagroupmediapulse.com/#/story/swing-on-to-vine Cross-Device Tracking Will Expand Mobile Advertising by Brian Nadres , Tuesday, Nov. 19, 2013 Tracking activity between desktops and mobile devices is finally a reality. Google announced it would begin showing advertisers paid search conversions that begin on one device, like a smartphone, and end on another, like a laptop. Microsoft followed with plans to build its own tracking system across devices. New companies, like Drawbridge and Tapad, have also developed proprietary technologies that retarget desktop users with ads on mobile devices. Cross- Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 37
  • 38. device tracking will open up incredible advertising opportunities on mobile devices. But are advertisers ready? Below are just a few mobile trends advertisers can expect from a cross-device tracking world. Larger mobile budgets. The data from cross-device tracking could be the key to finally unlocking advertising spend on mobile devices. Despite the pervasive usage of smartphones and tablets, mobile advertising budgets are still relatively low because back-end conversions, such as sales and subscriptions, are still typically driven through laptops and desktops. But cross-device conversions, like those Google will provide for paid search, can tip the scales in mobile‘s favor. Cross-device conversions will provide numerical evidence to support mobile‘s role in driving laptop and desktop conversions. As a result, mobile advertising budgets will likely grow. More sequential messaging. Cross-device tracking highlights the power of using sequential messaging across devices. To illustrate, imagine an ecommerce advertiser that uses deal-oriented creative across all device types. With cross-device tracking, the advertiser discovers that desktop sales are always preceded by smartphone activity. Rather than using a mobile call-to-action to try converting consumers on a smartphone, the advertiser should use smartphone creative that best fuels a desktop conversion. Perhaps it is review- or research-based content. By revealing the order of devices that led to a conversion, cross-device tracking lets advertisers use sequential messaging to show the right message at the right time. Better media mix. Cross-channel attribution credits each advertising channel with a portion of a conversion based on its contribution. This currently only works on laptops and desktops. But it won‘t be long before companies like VisualIQ and Adobe incorporate cross-device tracking into their own cross-channel attribution algorithms. This combination would tell advertisers exactly which mobile channels and tactics are working best, even if the conversion happened on a desktop or laptop. It could be paid search on smartphones or rich ad units on tablets. Advertisers that embrace the inevitable marriage of cross-channel attribution and cross-device tracking can create media plans that are more effective and efficient. Cross-device tracking empowers advertisers to make smarter decisions about mobile. But this is just the beginning. Industry giants Amazon and Facebook will likely begin using their own login-based data to help advertisers reach customers across devices. Microsoft is also planning on including the Xbox into its tracking technology, which will add TV into the mix. Early adopters of cross-device tracking will be in the best position to capitalize on the immediate mobile advertising opportunities as well as future ones that will surely become available as cross-device tracking evolves. http://www.mediapost.com/publications/article/213751/cross-device-tracking-will-expand-mobile-advertisi.html Beyond the Digital Screen Contagious Magazine18 November 2013 R/GA's Anthony Baker asks what the role of Big Data and social marketing could be in connected digital systems, when digital marketing no longer happens where we expect it This article is the final in a series of inquiries about the future of brands and haptic technologies. Read Christian Haas' take on rewarding touchscreen interactions, Jesús Gorriti's article about The Humble Sense and the Barbarian Group's A Healing Touch by John Finley and Colin Nagy. We are living in a fast-paced, democratic age of technology. Gadgets and devices are becoming cheaper by the hour. Touch interfaces and haptic technologies are the trend while sensor-based devices are booming. At the same time, cloud platforms and online services are quickly evolving and adapting to the fast-growing pool of connected devices. Brands like Apple, Amazon, Google and Microsoft are investing more than ever in creating platforms that support the always-on, connected experience. Companies are luring customers to buy their products and sign up to their branded services and embrace their ecosystem. It is almost inconceivable nowadays to think of a gadget that can't connect to the internet, allow you to set up a personal profile or sync your data on the go. It is the 'Internet of Things' at its best. The growth of devices and connected gadgets are also pushing the boundaries of user interfaces and input formulas. Even though haptic and touch technologies were conceived and prototyped before the 80s, they are challenging and changing our social behaviour today more than ever. Just think about how different it was to make a call on a phone without a touch screen or a front facing camera. Advanced touch interfaces are now the norm on smartphones, tablets and soon to follow will be big screens, televisions and even our kitchen and work office windows. Google and Microsoft for example are betting on creating cross-device applications that are personalized, always connected and synchronized with their cloud services. Devices themselves are becoming less important than the experience itself, big companies are now creating environments. Next generation digital marketing should aim at understanding that a single app or product is just a piece of a much bigger puzzle, with huge potential and opportunities for digital and social marketing. A connected environment can tell a story from angles through time and space, making it far more compelling and engaging for consumers. The connected system help us to hop from device to device, capturing and sharing our data, creating and consuming content. Currently, touch is one of the most accepted ways for interacting with portable devices. However, input and feedback takes many forms. We are already seeing hints of a major shift in technology, where the input formats will just continue to grow exponentially. Let's take Microsoft's Kinect sensor for example. It's an affordable, motion tracking sensor, which according to the Guinness World Records 2011, became the fastest selling device on a 60-day period. Instead of touch, it relies on motion tracking and gesture recognition. Not too long ago, the idea of controlling interfaces and Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 38
  • 39. devices without touch was only for scientists, visionaries and lab research. In the last couple of years however, the amount of motion based sensors has been steadily increasing. Devices like Leap Motion and Samsung Smart TVs are bringing gesture recognition into the homes of thousands of people around the world, making them part of our daily behaviour. Interestingly, as haptic technologies (Haptic technology, or haptics, is a tactile feedback technology which takes advantage of the sense of touch by applying forces, vibrations, or motions to the user), gesture control adoption and accuracy keep increasing, and at the same time, democratization of technology keeps expanding. It is no coincidence that 3D printing and gadget prototyping platforms are booming. Platforms and electronics development kits like Arduino, Tessel, Raspberry Pi and .NET Gadgeteer are accessible and affordable. Startups are popping up, now able to create prototype hardware and software, fuelling big leaps in innovation that were simply not possible a few years ago. People are being empowered to bring their ideas to life. Wearable technology is taking us even further. While Samsung, Sony and Pebble release their first iterations of smart watches, leveraging the power of the handsets and computers on smaller screens, Thalmic Labs' MYO armband is able to sense one's arm muscle movements. Nike+ Fuelband, created by Nike and R/GA, and other smart wearable devices like Fitbit, capture data and provide feedback in ways that transcend the screen. This new generation of wearable connected devices might not need screens at all. Think how meaningful a red or green LED is for us, a colour pixel, a quick beep or a slight vibration. These examples give us hints that the true evolution might be beyond the digital screen, or at the very least, consider the screen just one of many forms of input and output. During the last Google IO conference, a team of engineers placed a variety of sensors all around the Moscone Center in San Francisco. The sensors captured a huge amount of generic data about the environment and the effect of crowds throughout the day. Even if you think of the most basic forms of input/output that we know and understand, you can see that the screen it not indispensable. Think about old pagers that alert you to a new message just by vibrating. Think about traffic lights and battery indicators. Even simple shapes, symbols and sounds can give you lots of information and manipulation feedback without a screen. Consider about how many things we are able to recognise and understand that don't require a screen. It is not difficult to foresee the implications for cars, houses and even entire cities. At the rate of development of connected devices, gadgets and wearable technology, it's difficult to expect that the '3 screen size' pattern, phone-tablet-desktop will hold up. Developers and designers already struggle to keep up with the multiple screen sizes and formats. Scaling interfaces up and down and adapting layouts will quickly fall apart. Sensors are becoming cheaper and more ubiquitous. They power wearable devices, and wearable technologies are also quickly evolving and catching up. The future is not one, three, or five screens. It's an infinite amount of ever evolving, replaceable devices that arealways connected and always communicating around our lives. Maybe the screen itself will become irrelevant in many cases! Devices will simply become means to input and output information around us as we go along. As a closer and recent example, Google and R/GA London launched the Google Outside campaign a few weeks ago. The digital campaign takes an experience that was only available on the Web and on mobile devices, and brings it to digital outdoors media, all around central London. The device itself is no longer the central focus, and while the campaign still relies on digital screens, it sets the scene for a new set of possibilities, where the world itself can be the medium to provide a branded experience. Digital and social marketing face a challenging future, but one full of opportunities. It is more than a single product, a website, or an app. It will be a seamless interchange of socially generated digital data running across the wire, in huge quantities, to and from a multitude of 'devices'. Connected device systems are becoming the platforms for all social and digital marketing. Big Data and accurate, real-time data analysis will play a big role understanding the behavioural implications of these connected systems and personal device networks. The full branded experience will go beyond the digital screen, it will need to compel our own personal device network and connected systems, go beyond our multiple devices and work with a multitude of input formats, including haptic technologies, gestures, motion and personalised data like heartbeat, temperature, and more complex physical and social behaviour. In the future, devices and hardware will be cheap and replaceable, everything around us will be powered by smart and accurate sensors of every type. The canvas for digital marketing will be the environment itself. Touch, gestures, motion, audio will fuel a new generation of branded experiences, branded gestures, even branded feelings, where screens might not be needed at all! Anthony Baker is Technology Team Lead and Solutions Architect at R/GA LondonTuesday, Nov 19, 2013 Digital To Drive 20% Of Local Media Ad Sales, Hit $23B In 2013 by Mark Walsh, Yesterday, 7:00 AM steadyshiftDigital ad spending in local media is expected to grow at a compound annual rate of 14% in the next five years, to $23.1 billion in 2013 and $44.5 billion in 2017. More rapid digital growth is predicted to drive a 2.8% increase in total local media ad sales to $151.5 billion by 2017. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 39
  • 40. BIA/Kelsey defines local advertising as some form of targeted messaging to specific geographic markets spent by national and regional companies, as well as small and medium-sized businesses. It gathers proprietary and secondary information by segment, using third-party and public company reports to adjust forecasts during the year. Its latest study highlights the gradual transition from traditional to digital ad spending in the coming years, although the latter will still make up the vast majority of local ad spending in 2017. Digital spending -- including on mobile devices -is expected to increase to almost 20% of local ad spending this year, before going up to almost 30% in 2017. Mobile local ad spending is projected to grow especially fast, partly because it‘s starting from a smaller base. That total will more than double from $1.4 billion to $2.9 billion in 2013 -- and will reach $4.4 billion in 2014 before hitting $10.8 billion in 2017, or a quarter of overall local digital ad revenue. Local mobile advertising will account for 37% of total U.S. mobile ad spending this year, before increasing to 52% in 2017, according to the study. After a 6% gain in 2013, BIA/Kelsey projects that local digital ad sales will jump almost 16% to $30.7 billion next year as a result of various factors, including a slightly improving U.S. economy, a more positive investor outlook, and the 2014 elections and Winter Olympics. The rollout of the Affordable Healthcare Act is also expected to generate higher local ad spending. To highlight the inroads that digital will make in the local ad business, the report compared the proportion of dollars that online and traditional media will represent in 2017. Newspaper print, for example, will fall to 9.1% of spending, while online newspapers remain steady at 2.4%. Yellow Pages print will decline to 1.5%, while increasing to 1.9% on the digital side. The gap between traditional radio and TV and their digital counterparts will remain wide, however. Terrestrial radio will see its share of spending fall slightly to 10.6% by 2017, while digital radio will claims just 0.5%. Spending on local over-the-air TV will also decline a bit to 14.6%, while dollars going to local TV Web sites will amount to 0.7%. GfK fecha parceria com 4 emissoras Record, SBT, Bandeirantes e RedeTV firmam acordo para a medição de audiência; construção do painel terá início ainda este ano No próximo ano, um novo instituto de pesquisas começará a medir a audiência televisiva no País. Após meses de negociação, a GfK finalmente fechou uma parceria com quatro das maiores redes de TV do País para reunir os investimentos necessários e entrar em um mercado que, há décadas, é dominado pelo Ibope. O contrato passa por revisões jurídicas finais, mas uma fonte assegura que não há pontos de desacordo que inviabilizariam o final feliz. Bandeirantes, Record, SBT e RedeTV são as emissoras que firmaram acordos para viabilizar o início das operações do instituto alemão na área de mensuração de audiência. Os contratos com cada uma dessas redes já estão prontos, em fase de análise jurídica. ―Queremos um sistema de medição mais robusto", frisou José Roberto Maciel, vicepresidente do SBT, durante a Reunião Nacional da Associação Brasileira de Agências de Publicidade (Abap). Convidado a apresentar a empresa e suas metodologias, o belga Dominique Vancraeynest, head mundial de desenvolvimento de negócios da GfK, afirma que ainda no terceiro trimestre deste ano o instituto iniciará o período de start up, que compreende a fase de composição do painel de audiência nacional. Para isso, serão entrevistados moradores de 66 mil domicílios, em diferentes regionais do Brasil, para a construção de uma amostra de audiência representativa. De acordo com a GfK, a idéia é compor um painel com 6 mil domicílios distribuídos em 15 praças: Grande São Paulo, Grande Rio de Janeiro, Belo Horizonte, Salvador, Recife, Fortaleza, Porto Alegre, Curitiva, Distrito Federal, Campinas, Goiânia, Grande Vitória, Belém, Manaus e Florianópolis. As maiores delas serão Grande São Paulo (com 1,2 mil residências) e Grande Rio de Janeiro (com 920 domicílios). Outra estratégia já anunciada pelo instituto é a de renovação dessa amostra. A cada ano, cerca de 20% ou 25% dos domicílios escolhidos serão renovados, em uma tentativa de manter a aferição dos dados mais fiel e atualizada. O painel completo de audiência, que terá o nome de GfK TAM, deverá estar finalizado no final de 2014. Vancraeynest espera ainda que, em 2015, todo o mercado adote o painel como métrica e que a partir de 2016 a empresa já esteja consolidada no Brasil. O interesse da GfK no mercado brasileiro de aferição de audiência televisiva começou no ano passado, por parte do empresário Fabio Wajngarten, sócio e fundador do Controle da Concorrência. Em entrevista ao Meio&Mensagem concedida em abril deste ano, Wajngarten contou que fez um contato diretamente com a diretoria do instituto, na Alemanha, apresentando as possibilidades de negócio do mercado nacional e que, a partir daí, o diálogo foi se prolongando até que representantes do instituto viessem ao Brasil para começar a estruturar o projeto. A Controle da Concorrência será parceira da GFK para monitoramento. ―Existe uma demanda reprimida de todo o mercado pela existência de um novo player nessa área. Já presenciamos diversas manifestações de veículos que questionaram os dados apresentados‖, disse Wajngarten, na época, em referência ao descontentamento manifestado por alguns veículos acerca dos dados apresentados pelo Ibope. A GFK já está presente no Brasil, mas a expansão de seu serviço de audiência de televisão é considerado essencial para que a empresa cumpra uma meta global de estabelecer presença marcante nos mercados BRIC, América Latina e Oriente Médio. "A vinda para o Brasil é um movimento estratégico", resume Vancraeynest. Segundo ele, a empresa já mede audiência em sete países da Europa, e seu principal mercado é a Alemanha, onde nasceu a GFK. Com crescimento anual de 15%, a empresa vislumbra que só poderá manter esse nível se expandir para outros mercados. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 40
  • 41. Leia Mais: http://www.meioemensagem.com.br/home/midia/noticias/2013/08/16/GfK-fecha-parceria-com-4emissoras.html#ixzz2cQoeBJSV GfK e TVs assinam carta de intenções Documento prevê as bases de contrato que deverá valer por cinco anos e custar US$ 100 milhões 18 de Novembro Foi formalizada uma carta de intenções entre quatro emissoras de TV aberta do Brasil e o instituto alemão GfK, que começará a atuar na mensuração de audiência no País. Na semana passada, executivos da Record, Bandeirantes, SBT e RedeTV se reuniram diversas vezes para ajustar os termos e assinar o compromisso que dará aval ao início das pesquisas de audiência, tornando a GfK concorrente direta do Ibope. O instituto desejava apresentar sua tecnologia ao mercado brasileiro desde o ano passado e já vinha negociando com emissoras pelo menos desde o início deste. Em agosto, foi formalizada uma parceria com as quatro TVs citadas, visando a redação de um contrato. A GfK comunicou que a idéia seria um painel com 6 mil domicílios em 15 praças: Grande São Paulo, Grande Rio de Janeiro, Belo Horizonte, Salvador, Recife, Fortaleza, Porto Alegre, Curitiba, Distrito Federal, Campinas, Goiânia, Grande Vitória, Belém, Manaus e Florianópolis. As maiores delas serão Grande São Paulo (com 1,2 mil residências) e Grande Rio de Janeiro (com 920 domicílios). São 1,5 mil aparelhos a mais do que o atual líder de mercado, e o instituto alemão teria acordado preço até 40% mais barato. ―O contrato inicial deverá ser de cinco anos, com um valor de mais de US$ 100 milhões‖, disse a GfK em comunicado, na manhã desta segunda-feira, 18. "A parceria que estamos anunciando no Brasil é um passo muito estratégico para a GfK, pois permitirá a nossa entrada na América do Sul no mercado de Medição de Audiência em TV‖, afirmou Gerhard Hausruckinger, integrante do conselho de gestão da GfK. ―O Brasil oferece um enorme potencial e estamos muito satisfeitos por ter assinado uma Carta de Intenções com quatro importantes emissoras‖, completou. Em outubro, passou a circular no mercado a informação de que as medições se iniciariam em janeiro de 2014. A estimativa, agora, é de que no segundo semestre de 2014 a GfK comece a medir a audiência em São Paulo e no Rio de Janeiro. O plano é que em 2015 o instituto já esteja atuando nas 15 praças mencionadas. Leia Mais: http://www.meioemensagem.com.br/home/midia/noticias/2013/11/18/GfK-e-TVs-assinam-carta-deintencoes#ixzz2l2ZsIXoj GfK to Measure TV Audiences: Four broadcasters close deals with the company, which will start offering a service provided exclusively by Ibope at present proxxima2013/08/19 03:16 PM Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 41
  • 42. A new research institute is going to start measuring TV audiences in Brazil in 2014. After months of negotiations, GfK has finally set up a partnership with four of Brazil's top TV networks and obtained the investments needed to break into a market that has been cornered by Ibope for decades. Bandeirantes, Record, SBT and RedeTV are the broadcasters that signed the agreements that will make it possible for the German institute to start measuring TV audiences in Brazil. "We want a stronger measuring system," explains José Roberto Maciel, deputy CEO at SBT (Brazil's second largest network, behind Globo.) According to GfK, the idea is to have an audience panel of 6,000 homes in 15 cities and towns. However, 20% to 25% of these homes will be renewed on a yearly basis so that audience measurement remains accurate and up-to-date. The company expects to have a complete panel by late 2014. "There is a latent demand for a new player in this field. We know of many complaints from media outlets challenging Ibope data," observed Fabio Wajngarten, from the media monitoring company Controle da Concorrência, which will be partnering with GfK in the project. GfK measures audiences in seven European countries, and its main market is Germany. Veículos precisam se adequar a novo cenário Profissionais debatem compra de mídia no Update Media por propmark Segunda-Feira, 18 de Novembro de 2013 Camossa: veículo deve mostrar preocupação com o negócio do cliente A compra de mídia transformou-se em uma atividade complexa e tem criado dificuldades para anunciantes, agências e veículos, mas é esse último grupo que precisa acelerar o processo de capacitação profissional para lidar com as mudanças recentes. Com verbas mais enxutas dos clientes e a necessidade de comprovar o retorno sobre cada real investido, as agências têm comprado mídia com base em pesquisas minuciosas sobre alcance e frequência dos veículos e se queixam da falta de preparo de emissoras e títulos impressos para entender a nova configuração do mercado. ―O trabalho de compra de mídia está muito complexo e os veículos desconhecem essa dinâmica‖, disse Luciana Babos, diretora de mídia da NBS. ―Não é possível simplesmente escolher um veículo. Existe um trabalho científico por trás‖, explicou a executiva durante o Update Media, evento que reuniu profissionais das áreas comercial e de mídia de agências e veículos nesta segunda-feira (18), em São Paulo. Entre os fatores que adicionaram complexidade sobre onde investir a verba de mídia do anunciante estão o foco no comportamento dos consumidores, e não apenas no perfil demográfico dessas pessoas, o consumo simultâneo de mídia e a fragmentação da audiência. De acordo com Luciana, há mais de 60 softwares na NBS para estudar onde é melhor colocar a verba do cliente. ―A segmentação demográfica acabou há muito tempo. Somado a isso, há uma fragmentação da audiência, com consumo simultâneo de mídia. A complexidade começa aí‖, grifou. De acordo com Paulo Gregoraci, vice-presidente e diretor de operações da WMcCann, um dos problemas da área é a capacitação deficiente da área comercial e de veículos. ―É uma capacitação pobre. Há veículos importantes que investem no profissional, mas, se considerar que temos mais de 15 mil veículos de comunicação no país e que somente 20 proporcionam reciclagem, o percentual é muito baixo‖. Paulo Camossa, diretor-geral de marketing das revistas segmentadas da Editora Abril desde setembro, após 17 anos na diretoria de mídia da AlmapBBDO, acredita que o profissional dentro do veículo precisa demonstrar preocupação com o negócio do cliente e estar bem informado antes de propor uma visita à agência. ―Já houve veículo que me perguntou se a Almap tinha algum cliente do setor automotivo. Alguém que está nesse mercado não pode fazer uma pergunta dessas‖, criticou. A agência atende a Volkswagen há 40 anos. Entre os participantes, houve queixas sobre o ―exagero‖ no uso de pesquisas pelas agências. Julio Cesar Ferreira, diretor comercial da Brasileiros, disse que a pesquisa ―não resolve a criatividade‖ e que anunciantes ―perdem boas ideias‖ com as agências que buscam sempre os mesmos veículos. ―Quem não é líder de audiência, não entra no plano de mídia. Você não é nem chamado para conversar. Esse é um cenário que dificulta a vida de quem não está no topo‖, disse. Do lado das agências, a reivindicação é para que os veículos flexibilizem formatos, possibilitem a integração entre diferentes meios e que prezem pela convergência para se adequarem ao mercado. ―O cenário de mídia hoje é efervescente. Estamos em um momento de evolução de conceitos e de práticas e planejamos pelo contexto onde a audiência está. Há muitos meios, e o cliente não aceita dispersão do investimento publicitário‖, finalizou Camossa. GM trabalha pela fidelização dos clientes: De olho no pós-venda, companhia oferece benefícios e aprimora suas ofertas por Claudia Penteado Teixeira: marca quer proporcionar 'experiência de compra memorável' Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 42
  • 43. O pós-venda no mercado de automóveis é um dos maiores desafios das montadoras. Uma das maneiras de manter o cliente para que compre seu próximo veículo da mesma marca pode ser, por exemplo, vender um automóvel com um plano que permita a troca facilitada por um novo no prazo de três anos – ideia implementada pela Chevrolet com seu ―Plano tranquilidade‖, anunciado no final de outubro com campanha criada pela Salles Chemistri. Nele, a montadora oferece um pacote de benefícios – como a aquisição antecipada de três anos de revisão e troca de óleo – e uma ―parcela tranquilidade‖ final (que corresponde a 20% ou 30% do valor do veículo financiado), que pode ser liquidada pelo cliente, refinanciada ou quitada pela rede de concessionárias Chevrolet quando o veículo for utilizado na troca por outro zero quilômetro. Para aprimorar suas ofertas de financiamentos e planos para clientes, a GM e o Banco GMAC (General Motors Acceptance Corporation) lançam agora uma nova marca no mercado brasileiro, a Chevrolet Serviços Financeiros, que passa a acompanhar todas as ações de marketing da marca. Isso foi possível após a GM Financial, uma subsidiária integral da General Motors Company, concluir o processo de aquisição das operações de financiamento automotivo da Ally Financial do Brasil, que havia sido anunciado no último mês de novembro de 2012. O Banco GMAC é a entidade local da GM Financial. A Chevrolet Serviços Financeiros conta com cerca de R$ 10 bilhões em ativos e tem a 24a posição entre as instituições financeiras no país. Felipe Teixeira, gerente de marketing de varejo da Chevrolet, diz que hoje as vendas da montadora são 53% via financiamento, 37% à vista, 8% via consórcio e 2% por leasing. Ele lembra que a montadora renovou praticamente todo o seu portfólio nos últimos 20 meses, com 10 novos modelos. ―O cenário mostra claramente que temos que ficar muito fortes no nosso canal financeiro‖, afirma. E ser mais competitivos na área financeira era um dos fatores importantes para completar, segundo Teixeira, a ―experiência de compra memorável‖ para o cliente Chevrolet. ―Temos feito um trabalho muito forte para aprimorar essa experiência nos 600 pontos de vendas que possuímos no Brasil, investindo em instalações novas, em treinamento, renovando a nossa linha, oferecendo quase três anos de garantia em praticamente todo o portfólio e investindo pesadamente nos últimos cinco anos em atendimento premium para os clientes. Completamos o ciclo com a nova marca Chevrolet Serviços Financeiros‖, complementa o executivo. Rio A GM também anunciou um novo escritório divisional com base no Rio de Janeiro, que anteriormente era regional – cobrindo apenas o Rio e o Espírito Santo. A partir de agora ela incorpora também a diretoria de vendas Norte. Antes, o diretor divisional responsável pela região ficava em São Caetano do Sul, São Paulo. ―Foi uma maneira de deslocar o centro de tomada de decisão para o maior centro influenciador que é o Rio de Janeiro hoje. O Estado tem tido crescimento bem forte. Especialmente depois da renovação da nossa linha de produtos, cujos carros têm sido muito bem-aceitos‖, conclui Eduardo Pires, gerente para RJ e ES. Tablet Prices Down, Sales Up; Tablet sales shot up by 228% in 2013 whereas prices fell by price 42% proxxima 2013/11/14 10:34 AM Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 43
  • 44. A total of 47 tablet brands were available on the Brazilian market between January and August 2013, vs. 24 in the same period of the previous year. In turn, the number of models jumped from 83 to 244 in the same period. With increased competition, average tablet prices fell by 42% according to a study published by GfK. The new brands also contributed to the 228% rise in sales in the period. Tablets costing less than US$150 – which currently comprise over one third of all sales – accounted for most of this increase. Consumers surveyed by GfK in Brazil‘s major capitals in October said that the main reason for buying a tablet was no longer the device‘s memory, but its price. 34% dos brasileiros assistem TV móvel, estima Motorola Mobility Publicado em 14 de fevereiro de 2012 por Isabela Mena Os brasileiros são os que mais assistem TV móvel (via smartphone, PC ou laptop) na América Latina. A informação é de um estudo global realizado pela Motorola Mobility com 9 mil consumidores em 16 mercados, que revela que 34% dos entrevistados mantêm esse hábito no Brasil. Na Argentina, o percentual é de 25% e, no México, 19%. O Brasil, portanto, está próximo à média global, que é de 37%. Os laptops ainda são o meio mais utilizado para assistir TV entre os equipamentos móveis citados na pesquisa, com quase 60% dos entrevistados. Porém, os smartphones vêm ganhando gradativamente mais adeptos e já ocupam a segunda posição entre os mais utilizados no País para assistir programas de TV de forma remota. O principal gatilho dessa demanda por vídeo móvel é a experiência de entretenimento do consumidor, que busca TV móvel, TV social, serviços de casa conectada e serviços em nuvem personalizados. TV social Os números ainda demonstram uma alta tendência para o crescimento da TV social no País e classifica essa tecnologia como ―um grande nicho de oportunidades, tanto para as operadoras quanto para seus anunciantes‖. O estudo reforça a questão de que as redes sociais mudaram a experiência de ver televisão. De acordo com o levantamento, os brasileiros gastam seis horas por dia em redes sociais, número semelhante à média global e de outros países da América Latina. Desses, 43% já usaram as mídias sociais para recomendar um programa a outra pessoa e 82% responderam que usaram a TV social em 2011, aumento de 18% na comparação com 2010. Além disso, 76% preferem usar as TVs sociais para comentar um programa. Objetivo O estudo teve como objetivo identificar os hábitos de consumo de vídeo dos telespectadores e dar uma compreensão dos tipos de serviços disponíveis aos consumidores e suas respectivas preferências. Os entrevistados são da Argentina, Austrália, Brasil, China, França, Alemanha, Japão, México, Rússia, Cingapura, Coreia do Sul, Suécia, Turquia, Emirados Árabes, Reino Unido e EUA. [Fonte: Tela Viva] Brasileiro está assistindo mais de modo móvel, diz pesquisa Os dados do relatório TV & Media 2013 mostram que o tempo de uso para assistir TV e vídeo em dispositivos móveis aumentou de 2012 para 2013 Jovem usando laptop: número de horas utilizadas semanalmente para ver vídeos no laptop passou de 1,4 hora para 2,2 horas, o que representa um aumento de 59% Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 44
  • 45. A Ericsson divulgou os resultados do Brasil do relatório TV & Media 2013, realizado pelo laboratório de pesquisas ConsumerLab. Os dados mostram que o tempo de uso para assistirTV e vídeo em dispositivos móveis aumentou de 2012 para 2013. O número de horas utilizadas semanalmente para ver vídeos no laptop passou de 1,4 hora para 2,2 horas, o que representa um aumento de 59%. Nos tablets, o aumento foi de 39% e nos smartphones, de 8%. Dentre os entrevistados brasileiros, 69% consideram que o computador e a Internet são partes naturais de seus hábitos de consumo de TV e vídeo. Além disso, 68% gostariam de ter todo o conteúdo televisivo em múltiplos dispositivos. No geral, 62% dos brasileiros preferem escolher quando e o que assistir, em vez de seguir a grade tradicional dos programas de TV. State of the Media Democracy Survey A multi-generational view of consumer technology, media and telecom trends Deloitte‘s State of the Media Democracy survey, now in its seventh edition, reveals that U.S. consumers are undergoing a dramatic transition in how, when and where they engage with content, devices and each other. The survey takes an in-depth, multi-generational look at how consumer preferences vary. More importantly, learn how they are evolving within the changing landscape of device ownership, subscription services, advertising platforms, social networking adoption and emerging payment models. The results may surprise you. Fielded by an independent research firm in November 2012, the online survey reached more than 2,000 U.S. consumers to help companies understand consumer preferences today and where they might be moving in the future. Our in-depth analysis yields clues and provides critical insights to help companies make smart, well-timed business decisions and investments. For example: • Twenty-six percent of consumers are digital omnivores (own a laptop, smartphone and tablet). • Tablet ownership increased 177 percent over the past year, with almost a third of tablet owners viewing it as one of their top three most preferred consumer electronic devices. • Tablet owners stream movies 70 percent more often than non-tablet owners. • More than 80 percent of consumers are multi-tasking while watching TV. • The survey reveals that 93 percent of Americans place Internet access as the most valued household subscription. • More than half of all consumers are willing to pay a premium for faster Internet connection with tablet and smartphone owners more inclined to pay for faster connections. Contact us at tmttrends@deloitte.com to learn more about the survey. Connect with us on Twitter: @DeloitteTMT and #tmttrends. Receive Deloitte Media and Entertainment Updates Subscribe to receive updates from Deloitte's Media and Entertainment practice: At Least Half of Marketers at a Loss When it Comes to Determining Marketing ROI New Domo Study Shows Huge Disconnect Between What Marketers Need From Their Data And What They Are Getting THURSDAY, NOVEMBER 14, 2013 SILICON SLOPES, Utah– November 14, 2013 – Data is the lifeblood of marketing, yet marketers are extremely frustrated with their business information. There is a growing disconnect between what marketers want and need from their data and what they are actually getting, according to a new report by Domo, a cloud-based venture helping Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 45
  • 46. CEOs and other executives transform the way they manage business and get more value from existing investments in business data. Domo surveyed 301 marketers (including managers, directors and senior executives) across a range of industries and found that 87 percent rely on data to do their job well, yet only 45 percent believe they have sufficient access to the data they need to function effectively. These results are keeping with an earlier study conducted by Domo that found that 70 percent of CEOs and business leaders across all functions still lack real-time access to their most important information. In this most recent survey, 83 percent of respondents stress the importance of real-time marketing data, but only 37 percent say they can actually access the data they need in real-time. This is an extremely worrying trend as marketing continues to increase its reliance on technology. In fact, marketing departments will soon spend more money on IT than the CIO, according to reports from technology research firm, Gartner. Marketers understand that the ability to extract value from data is critical to achieving competitive advantage. But that is getting more difficult as the mountains of data they must constantly mine—from social media and mobile content to CRM and business reports—grow bigger every day. In the survey, 66 percent of marketers report that they feel overwhelmed by the volume of data they have to handle. What‘s more, 59 percent of marketers are frustrated by how long it takes to receive reports, and 50 percent of marketers state that the marketing reports they receive lack key information. The majority of marketers rely on some form of analytics to help them make sense of their data, but for the most part these analytics tools are falling short. Some 68 percent of marketers use web analytics, but 39 percent evaluate their web analytics once a month or less. Additionally, 83 percent of marketers have email marketing tools, but only 9 percent evaluate email marketing data daily. ―Business runs on reliable data, but if executives are only analyzing their data once a month, it‘s impossible to make timely decisions and uncover the insights they need to compete in today‘s hyper-competitive environment,‖ said Josh James, founder and CEO of Domo. ―Every second counts in the digital world, and that‘s true whether you‘re the CEO, CFO, COO, CMO or CIO.‖ Increasingly, marketers understand the need to bring all their data together in one central location. Eighty-nine percent say it is important to see marketing data from all their disparate sources in a single dashboard, yet only 19 percent report they have that ability today. Marketers also realize that good data isn‘t just critical to the business, it‘s vital to their personal success. Fifty-four percent of respondents say they are compensated by marketing ROI, yet most of them cannot quantify the effectiveness of their various marketing campaigns. For instance, only 37 percent of marketers know the ROI of their social media initiatives, while just 51 percent can measure the ROI of their search engine optimization campaigns. James added, ―It‘s inexcusable that the vast majority of business executives are being held back because they can‘t get access to timely, relevant data.‖ Download the entire report at http://www.domo.com/learn/2013-data-driven-marketing-survey-report. About Domo Domo‘s cloud-based executive management platform gives users direct, real-time access to all the business information they care about, in one place. With $125 million in funding, Domo is backed by an all-star list of angels and investors including Benchmark, IVP, GGV Capital, Greylock Partners, Founders Fund, Hummer Winblad, WPP, plus CEOs of the world‘s largest SaaS and Internet businesses. Domo‘s founding team consists of some of the most sought after talent in the industry with experience that includes Amazon, American Express, Ancestry.com, eBay, Endeca, Facebook, Google, LinkedIn, MLB.com, Omniture, salesforce.com and SAP. For more information, visit http://www.domo.com/. You can also follow Domo on Twitter,Facebook, LinkedIn and Google+. Why planning is the 'hardest job in the agency': insights from the Jay Chiat Awards 2013 Authors: Stephen Whiteside Source: Warc Exclusive: 4A's Jay Chiat Awards, 2013 Summary This interview with Kristen Cavallo, chair of the judging panel of the 2013 Jay Chiat Awards for Strategic Excellence, discusses the trends in planning as seen through the case studies entered into the competition. These include the rise of the 'mini-campaign', which has been driven by the advent of real-time marketing and a push for short-term results. However, Cavallo warns against practitioners becoming solely 'digital planners', who ignore face-to-face interactions with people. She stresses that planners now need a broader skillset and a multidisciplinary mindset if they are to understand the array of channels now available. Examples include Coca-Cola, the soft drinks brand, 3, the mobile telecoms company, and IBM, the technology corporation. Kristen Cavallo, chief strategy officer at Mullen Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 46
  • 47. One message stood out for Kristen Cavallo, chief strategy officer at Mullen, when assessing the 2013 Jay Chiat Awards papers. The job of the planner is growing. And it is becoming much, much harder. "I think it is truly becoming one of the hardest jobs in the agency. Perhaps in the past – and by the past, I mean 20 years ago – it might be sufficed with a unique piece of insight," she said. "Now, so much of what a planner does continues throughout the process of production and development – making sure the channel's right, the execution's right – because so many of the ideas are experiential in nature. And so the planning process, I believe, has extended, which makes the job of a planner harder." Alongside her role at Mullen, Cavallo chaired the judging panel for this year's Jay Chiat Awards for Strategic Excellence, an annual competition organised by the 4A's. That gave her an overview of some of the world's smartest strategy papers. "On the one hand, I'm very encouraged by the cases that I read," Cavallo said. "On the other hand, I think that the job has expanded, and so we always have a lot more work to do, and a lot more to get better at." The rise of the 'mini-campaign' Cavallo argued a central component of modern planning is the formulation of "mini-campaigns" to help brands win in the short term, whether that be during the holidays and back-to-school season or the day-to-day battle for attention. Such a requirement is partly a response to the advent of real-time marketing and measurement, and puts pressure on agencies while simultaneously fostering a tighter focus and liberating them from traditional restrictions. "In some respects, strategy has become more like a sprint than a marathon. In some respects it has become more tactical," Cavallo said. "It's like running sprints, or back and forth on the soccer field, versus training for a marathon. It has different levels, and we have to exercise those different muscles so we stay fresh and stay on top of things." Cavallo compared modern planning to "writing a book in chapters, as opposed to creating a whole book or whole story in one sitting". And there is the added complication that you don't always know where the next chapter is going to lead. "Now there's an element of surprise and joy that can come from pivoting and changing, and taking advantage of space, and watching and seeing what a competitor does, and maximising that opportunity." The limitations of digital One downside of this shift, Cavallo asserted, is that practitioners can – if they so choose – solely exist as "digital planners", rarely straying from the online world – and rarely moving from behind their desks. Although a huge amount of useful information is accessible through new media sources, ignoring face-to-face interactions such as focus groups is a risk. "It can make you a little bit lazy, because you can live very comfortably as a planner seeking out those insights online and never get in front of your consumer. I think we miss something in that process: there is something that happens in those areas or in those groups: a conversation that takes you somewhere that you might not have expected to go." While assessing some of the entries to 2013 Jay Chiat Awards, Cavallo noted in a few instances that planners conducted minimal research: at times, "the insight just appeared", occasionally assuming the form of an observation instead of a powerful discovery. Numerous submissions, however, showed the habit of undertaking robust studies was alive and well. Several cases achieved the "double rigor" of uncovering an insight and producing a transformational brief. In evidence of this, she pointed to the latest iteration of Dove's long-running 'Campaign for Real Beauty'. Unilever's beauty brand polled thousands of women across the globe, and found the cause of the widespread negativity that women felt about their appearance was no longer primarily attributable to the media; it was their own 'inner critic' that had adopted this status. The brand aimed to help women actively compare these erroneous perceptions with reality. Another example came from 3, with 'Dance, pony, dance'. The mobile network sought to boost consideration by drawing on innovative research methods and a self-confessed desire to deliver a "famous" ad. This type of courage was a hallmark of a clutch of entries to the Jay Chiat Awards. "In some cases, I found the real bravery came from the clients," Cavallo said. Coca-Cola's 'Let's go crazy', an extension of its 'Open happiness' positioning, exhibited a similar trait. "They never asked permission to be an icon of happiness, or to go beyond what anyone should think a soda pop should in terms of making the world a better place. But they briefed their agencies to do that, which I think is remarkable," said Cavallo. Wanted: a broader skillset The Jay Chiat cases underline that several aspects of the traditional planning 'skillset' remain in place. "I do think the job of the planner is to move beyond the observation and create an insight that can move the brand forward. That was true 20 years ago, and I suspect it will be true 20 years from now," said Cavallo. "But the tools and the devices that we use to create those insights are going to be fluid and are going to change, and will require we have a broadened skillset," she added. "It's going to require that we understand surveys, and we understand numbers, and we understand how to dig, and we understand how to produce, and we understand how to execute." Contemporary planners must still be curious, intelligent, insightful and collaborative (Cavallo suggested the role, to date, has been similar to an anthropologist). It also now undeniably demands mathematical ability, as data and analytics come to the fore. This trend will deliver benefits, as clients tend to prefer the precision of statistics, rather than the looser language of creativity. The drawback is that the pool of candidates able of combine the different types of thinking is currently shallow. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 47
  • 48. "Especially at an agency like Mullen, where me may not always have the grand scale of a Burnett or an Ogilvy … we really seek what we affectionately call 'the misfit,'" she said. "This is a smaller section of the planning audience, so it's harder to recruit, but we don't need 400: we just need 40 of the smartest people on the planet." Translating more complex, statistically-led ideas into compelling communications was at the heart of IBM's online video, entitled 'A boy and his atom', promoting IBM's work on the world's smallest magnetic memory bit. In a vastly different context, the 'Save11' programme for Allstate took a "cold, hard statistic" regarding teenage drivers as the basis for an emotionally affecting series of stories. Both yielded impressive results. The future of the agency A multidisciplinary mindset is essential if planners are to understand the array of channels now available, from TV and mobile to brochures and brand experiences. But agencies must do more than act as consultancies on the fluctuating media landscape. Cavallo underlines the importance of being "makers". "Brands need to be every day. And yet money doesn't stretch every day," she continued. "So that means we need to be using social, we need to be using digital, we need to be using co-creation far more. Which means brands need to be 'makers' more: they need to be making and doing things more and more often." She added: "Our hands are very dirty. I feel like we're very much thinking and tinkering and adapting and optimising and bringing to life all sorts of things." One possible outcome of this movement could be that clients begin to partner on a project-related basis with a wider selection of shops, rather than relying on a single agency-of-record. "Brands need to be doing lots of things to stay in the consideration set," Cavallo said. "And I think sometimes that might require having more agencies, or having different relationships with agencies so that they are more tactical and more engaged in making things." Mullen itself runs an in-house platform broadly equivalent to Kickstarter, identifying the best proposals from its staff and fully developing them. The advantages of this model, for Cavallo, include generating buzz and proactively demonstrating the agency's capabilities to clients. In addition, it can be of assistance in keeping hold of key talent. "I think if we're going to attract and retain the kind of idea-generating employees that we want, then agencies are going to have to play in that space. The things that people who work in these agencies want to do are so much bigger sometimes than the roster of clients at a given time," she said. Nissan’s Passion Genome Maps Shared Likes Lisa Lacy | November 1, Ten years after scientists mapped the human genome, auto manufacturer Nissan has created the Passion Genome, an interactive social campaign that maps likes and connections. The experience allows participants to see the passions, or Facebook likes, they share with their friends in a so-called Passion Portrait, or a "personalized, interactive visualization of themselves," the brand says. The Passion Portrait includes "DNA-type imagery" and is a "cool, shareable piece of technology," says Erich Marx, director of interactive and social media marketing at Nissan. "After exploring their top six passion categories, users can explore the entire Passion Genome to see where they fit within an expanded virtual universe of people and passions from across the world," the brand says. In order to create a Passion Portrait, users connect with Facebook and select a profile photo. The site then analyzes the user's passions. Unfortunately, at the time of publication, ClickZ was not able to get beyond the "Analyzing Passions" segment of the experience, despite multiple attempts. However, according to Marx, users ultimately see which of their friends have the same likes in categories such as activities, colleges, bands, TV shows and food. In addition, it allows users to see if they share likes with everyone who has participated in the Passion Genome. A Nissan rep would not disclose how many Passion Portraits have been created to date, but says the target is "prenesting couples in their early 30s that know who they are and what makes them happy." What's more, users who share a Passion Portrait via Facebook or Twitter using the hashtag #MyPassionPortrait will be entered for a chance to win one of eight $1,000 gift cards from Amazon.com and have their portraits featured on the Passion Genome website. That's because the Versa Note has a limited time partnership in which it could be ordered through Amazon, although buyers have to go to a dealership to finalize the deal, Marx says. The Amazon deal is not ongoing, but rather a way to "[have] some fun and build awareness," he adds. The first 100 customers who purchased or leased a Versa Note via Amazon also received $1,000 Amazon gift cards, the rep says. Nissan says that in addition to promoting its 2014 Versa Note, Passion Genome helps "release the power of our passions and demonstrate how shared interests bring people together." Instead of passions, Facebook users talk about likes and the things they are interested in. And as the Versa Note allows owners to carry their passions with them with its ample cargo space, this Facebook app allows users to organize their passions and see which friends have the same passions, Marx says. "One of the things we found with Facebook is people have 200 to 400 friends and you can't possibly manage it anymore in terms of knowing which friends share the same likes. [So Nissan wanted] an app that would allow a person to more easily organize and categorize and link them to the likes of their friends on Facebook," Marx says. It launched in early October. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 48
  • 49. "We're always looking for fun ways to engage and we see the app as a fun way to share a genome picture or Passion Portrait of friends and to make new connections and see the strengths of existing connections," Marx says. "There are too many people, friends and likes on a daily basis to keep track of yourself. This is a fun way to make connections with friends around shared likes." For its part, Nissan has 7.3 million likes. Brasil é rígido com publicidade infantil Conclusão foi extraída de pesquisa realizada pelo Conar e ABA que analisou as normas de diversos países BEATRIZ ALMODOVA LORENTE| 20 de Setembro de 2013 • 14:13 Leiferto defende sistema de controle misto O Conar (Conselho Nacional de Autorregulamentação Publicitária) e a ABA (Associação Brasileira de Anunciantes) apresentaram nesta sexta-feira, 20, um estudo realizado em conjunto pelas duas entidades contendo um comparativo global sobre as leis e normas que regem a publicidade infantil no Brasil e no mundo. De acordo com Gilberto Leifert, presidente do Conar, o objetivo era deixar claro às entidades protetoras dos direitos das crianças, à sociedade civil e também ao poder público, o quanto o Brasil está avançado no que se refere às práticas de regulação da publicidade infantil em comparação a outros países, que por questões econômicas são denominados desenvolvidos. ―Muito se tem dito sobre restrições na publicidade, o que é uma postura muito impositiva para nós. Ao contrário do que se apregoa por aqui, o mundo não caminha para a proibição da publicidade e o Brasil já adota práticas bastante restritivas‖, defende Leifert. Segundo a pesquisa, a norma ética sobre merchandising no Brasil relacionado a crianças submeteu a atividade a um rigor não atingido sequer nos países que se destacaram como sendo os de mais rigorosos controles, como Reino Unido, Espanha e Suécia. Na Suécia, aliás, citada como referência por algumas associações da sociedade civil, os comerciais destinados as crianças estão banidos somente na TV aberta. O outro local no mundo onde ocorre a proibição é em Quebec, uma das dez províncias do Canadá. Leifert sustenta que existe uma tendência mundial no que se refere ao fortalecimento das entidades de autorregulamentação como é o caso do Conar. ―O trabalho do Conar é cuidar dos princípios éticos. Defendemos a liberdade comercial‖, comenta. Ele acredita nos bons resultados do sistema misto de controle da publicidade que combina legislação, autorregulamentação e códigos setoriais. A pesquisa será levada inclusive para a Câmara, onde está tramitando o projeto de Lei 5.921 que foi aprovado esta semana em sessão ordinária a Comissão de Ciência, Tecnologia, Comunicação e Informática (CCTCI) da Câmara Federal e que pretende restringir ou banir publicidade para menores de 12 anos. Volume de publicidade para as crianças Rafael Sampaio, vice presidente executivo da ABA, também apresentou um estudo realizado no período de 11/12/12 à 10/01/13 com uma amostra sobre o volume de publicidade direcionado a crianças na televisão aberta e por assinatura. A amostragem considerou 100% dos intervalos comerciais e foi realizada pelo Ibope Media, que por sua vez, utilizou três ferramentas regulares: Monitor Evolution, Media Workstation e Easy checking. No caso da TV aberta, foram computados 135 mil inserções de todos os tipos durante o período. Desses, quase 52 mil são de comerciais que fazem referências a produtos, serviços e empresas, sendo 6.475 veiculados nos programas com audiência de 35% ou mais de crianças e apenas 1661 veiculados nos programas com 50% ou mais de audiência. Ja ná TV por assinatura, mais de 700 mil inserções foram veiculadas, sendo um pouco mais de 221 mil comerciais de produtos, serviços ou empresas, e quase 135 mil nos canais infantis. No total, apenas 7,5% das mensagens no veiculadas no período dão destinadas ao target. Segundo Sampaio, não foram detectados comerciais que infringissem as Leis de restrições â publicidade infantil. Leia Mais: http://www.meioemensagem.com.br/home/comunicacao/noticias/2013/09/20/Estudo-compara-restricoes-apublicidade-infantil.html#ixzz2jbpNZnq0 What if Details Determined Good Communication? November 04, 2013 ―God and the devil are in the details‖ so goes the cliché. However, like most clichés, there is some real truth in the saying. Especially when you are in branding. In my job, and in the classes I give at SciencesPo, we often speak of the importance of contact points, meaning the times and places when your audience comes into contact with your brand. Optimizing contact points has been part of a marketer‘s job for decades. However, for a brand to be truly effective, and especially to be cost effective, I think that it is always smart to work with what a brand already has. In communication and marketing we call this ―media you own‖ – which can include everything from the packaging, the product, and the retail space. Optimizing owned media is a smart way to reinforce, or even create a new contact point. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 49
  • 50. Here are a few examples of smart contact point strategies where brands who were detail oriented stood out from the competition. Virgin America: Turning instructions into entertainment In the 5 years that it‘s been around, Virgin America has always had a keen understanding of customer experience. Indeed, in an industry that is getting less glamorous by the year, Virgin America strives to offer a positive flight for its young, upwardly mobile travelers. From mood-lit cabins, to smartly dressed flight attendants, free wifi, and even a premium ―loft lounge‖ at the LAX airport (with free cocktails) Virgin understands that it‘s the small details that create loyalty. A case in point is Virgin America‘s newly released onboard safety instructions video. Eschewing the dry instructional tone so often seen in these videos, Virgin gives us an entertaining, funny music video with back-up dancers, funny costumes and witty lyrics. This is probably the only safety instruction video that you would want to watch all the way through. Clearly, Virgin America sees every aspect of flying as a contact point where they can create an optimal brand experience. Starbucks: The Celebrity Brew Starbuck‘s revolutionized how Americans drank coffee. However, there is one subtle innovation that in my opinion helped established Starbuck‘s as the place for coffee in the US. This would be the canny use of its logo. In addition to having a very recognizable visual identity, the chain was smart to print the logo on a visible part of every single paper or plastic cup. By creating a new contact point, it was a smart way to get eyeballs without buying up adspace. What‘s more, as soon as celebrities started going to Starbuck‘s the branded coffee cups got star billing thanks to paparazzi and the popularity of celebrity magazines. The iPod: Follow the white headphones Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 50
  • 51. When Apple launched the iPod in 2001, it created a great stir. Although MP3 players had been around for nearly a decade, nothing up until then was able to provide the user experience and aesthetics that the beautifully designed iPod offered up. By manufacturing the original models in white, Apple was able to stand out from other music players on the market that were primarily in black or grey. Of course, the real stroke of genius was in the signature white earbuds. Not only did these headphones become something of a status symbol, but they also were the central element of the famous iPod campaign. Brands can do very well by paying close attention to what they already have, or to what they could readily create, when trying to improve their image, up sales, or create loyalty. It‘s true that God and the devil are in the details. Mobile Advertising Ecosystem - BI Online TV and video to 'take off' LONDON: Global online TV and video revenues over fixed broadband networks are expected to more than double to $35bn by 2018 and the over-the-top TV sector is said to be on the brink of a 'huge take off', new research has forecast. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 51
  • 52. The Online TV and Video Forecasts report from Digital TV Research (DTR) predicts that 520m homes in 40 countries will be watching online TV and video in 2018, up from 182m in 2010, and this will include both paid-for and adsupported content.The research company expects the over-the-top (OTT) TV sector to grow rapidly, driven by new technological advances and greater broadband penetration. Another key driver will be the expansion of streaming services, such as Netflix and Hulu Plus, beyond their North American base. Simon Murray, principal analyst at Digital TV Research, said: "The OTT TV sector is on the brink of a huge take-off as the key players expand internationally, broadband penetration increases, technology advances and as new partnerships are announced on a daily basis." DTR predicts that rapid advertising expenditure growth will continue, reaching a global total of $16.4bn in 2018 from $7.4bn estimated for 2013. But advertising's share of total OTT revenues will fall from 60.6% in 2010 to 46.9% in 2018 as more viewers sign up to subscription services or use rental/pay-per-view and download-to-own purchasing methods. Subscription services will become the fastest growing paid-for OTT revenue stream with online TV and video subscription revenues expected to rise from $6bn in 2013 to $13bn in 2018. Rental/pay-per-view revenues are forecast to grow to $2.1bn from $207m in 2010 and download-to-own will also see tenfold growth from $330m in 2010 to $3.5bn within the next five years. Data sourced from digital TV research; additional content by Warc staff , 17 October 2013 Facebook Isn't Failing Marketers -- Marketers Are Failing Marketers By Joseph Jaffe Thursday, Oct. 31, 2013 This week, Forrester analyst Nate Elliott wrote an open letter to Mark Zuckerberg expressing concern that Facebook is essentially failing marketers. Elliott cites a recent Forrester study, which surveyed 395 marketers across large companies in U.S., the U.K. and Canada. The reasons given are quite straightforward: 1. Facebook does not do enough to drive engagement between brand and its customers 2. Facebook isn‘t good enough at pure advertising (display advertising) and to that end, is not leveraging its treasure trove of social data to serve people like me less ads for erectile dysfunction and weight loss remedies. I like and respect Nate a lot, and I don‘t want to turn this post into a critique or compliment of his bold position. Personally, I‘m surprised it‘s taken anyone this long to reach a conclusion that I‘ve been fairly consistent on throughout my soapbox antics of the past few years: Facebook is not a media channel. It is the world‘s largest and greatest ―non-media‖ connection engine. I define non-media as humans connecting with other humans. In this case, humans posting and commenting on oodles and oodles of photos, wishing each other happy birthday, sympathizing on tragedy and celebrating triumph. Unfortunately, that hasn‘t stopped shoes, cans of soda or other inanimate objects from friending me -- and, in rare circumstances, where I absolutely LOVE a brand, it is dead set on downgrading my LOVE into ―Like.‖ So how on earth should we be expecting returns on our media dollars for a platform that is inherently non-media? Granted, Facebook should be doing a better job of doing the things which Nate says they aren‘t doing or doing enough of. Overselling and under-delivering is never a viable or sustaining long-term practice. Nor is relying on megareach, which let‘s be honest, is no better or worse than any broadcast network. So I‘m going to cut Facebook some slack here and put the blame squarely on marketers, who have performed a lazy and desperate Hail Mary by dumping most of their eggs (digital or analog) into the basket of Facebook. Guess what, folks? Facebook is neither a panacea, nor a false prophet (profit?) There‘s a reason all the early Facebook success stories centered around Arab Springs, bone marrow transplants and cancer survivor stories, as opposed to tired ways for Pepto-Bismol to get you to like them. For the most part, marketers have been unimaginative, uninspiring, lazy, predictable, traditional, boring and onedimensional when it comes to their Facebook presence. Where is all the inventiveness, innovation, creativity or originality? I can‘t help but reincarnate my favorite booster pastime, Second Life. It appears brands do equally poorly when it comes to too much reach, as it does with not enough. Facebook is a non-media platform when it comes to consumers connecting with other consumers, but it is also a nonmedia rental property, which is great for timeshare, but not exactly the place you want to grow old in and pass down to future generations. Marketers have bet the farm on a third-party middleman -- and in doing so, settled for a subservient tenant relationship. The problem here is that when every brand on this planet is doing likewise, the collective bar is lowered and the result is a bottom-feeder quagmire of clutter and mediocrity. So here‘s my message to marketers: Before you lament your lack of results on Facebook, reflect on your own inefficiencies and inadequacies; challenge yourselves to take some risks and venture out of your comfort zones before you point the finger elsewhere. By all means, take Facebook to task for their laziness and challenge them to raise their standards, but remember you will always be nothing but a transient tenant if you continue to rent media and lease attention. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 52
  • 53. By the way, if I generalized or stereotyped at all in this piece, I just took a leaf out of your marketing playbook. Joseph Jaffe is founder and CEO of Evol8tion, an innovation agency that matches early stage start-ups with blue-chip brands. He has written four books, including "Flip the Funnel" and the recently published "Z.E.R.O." Follow him on Twitter @jaffejuice or contact him at jaffe@startupsforbrands.com Programmatic buying to triple NEW YORK: Global programmatic buying is forecast to triple in value to $33bn by 2017 and the US will remain the largest market, according to new research. Analysis from Magna Global, the strategic media unit of IPG Mediabrands, also estimates programmatic buying of digital media inventory will reach $7.4bn this year in the US, of which $3.9bn will be transacted via Real-Time Bidding (RTB), Financial Post reports. It is expected that transactions will increase to $17bn by 2017 in the US, of which $10.5bn will be RTB-based, making the US the largest programmatic market. The proportion of programmatic buying in the UK and the Netherlands is forecast to rise to 59% and 60% of overall digital buying respectively, followed by France (56%) and Australia (52%) with Germany lagging behind on 33%. Although the proportion in Japan and China will be significantly smaller, at 40% and 23% respectively, the total volume will be larger than any other overseas market because of the much bigger size of their digital markets. With RTB techniques set to become dominant, Magna Global expects only high-touch, high-value customised formats, sponsorship and 'native' advertising to remain unaffected by the development in digital media buying. But traditional media is expected to convert with TV and radio being the channels first to change. In other findings, RTB-based programmatic is forecast to increase from 28% of display-related transactions this year to 52% by 2017. And 25% of inventory for online video formats will be traded programmatically, Magna estimates, with that proportion rising to 69% in 2017. Data sourced from Financial Post; additional content by Warc staff, 18 October 2013 Media convergence challenges marketers LONDON: Most agencies believe that their clients do not have a clear understanding of how changing media consumption habits will affect their business, a new report has said. Advertising software business Mediaocean and digital marketing company Econsultancy carried out in-depth interviews with 13 agency and CMO executives and an online survey amongst 150 agencies for the report. They found that 68% of companies said media convergence was leading to an more integrated approach to media planning. But 84% felt clients did not yet fully realise the implications for their business. Agencies themselves were positive about the effects of convergence, as 60% of those surveyed thought it delivered more measurable campaign effectiveness, while 41% said it had driven direct sales uplift. A significant proportion (59%) also said media convergence had led to higher digital budgets, with offline budgets suffering as a result. In addition, respondents noted the greater opportunities for personalisation that digital offered with most indicating their clients were expecting this service from them. Some 61% of agencies anticipated delivering more targeted messaging and a similar proportion said clients wanted to see more customer interaction online. Despite this, just 31% of the agencies surveyed said they had seen active moves by their clients to restructure their organisations in order to more effectively manage integrated campaigns. And fully 73% thought that a "siloed" organisational structure was the main reason stopping this process. "Convergence is delivering greater transparency in both data and analytics," Sarah Lawson Johnston, Mediaocean's managing director for UK & Ireland, told The Drum. "However, marketers are struggling to grapple with how they'll handle the last mile of breaking down silos." The client view came from Kristof Fahy, CMO of bookmaker William Hill, who argued that agencies could be doing more. "I want agencies to bring me the little things that are interesting," he said. "Most marketers I meet are avid consumers of blogs, always on the lookout for the next trend and this is something the agency partners should be doing and bringing to us," he added. Data sourced from The Drum; additional content by Warc staff, 12 November 2013 Lowdown: Collaborative consumption Authors:Nadya PowellSource: Admap: November 2013 Summary This brief article describes the rise of 'collaborative consumption' - a form of market activity which allows people to utilise their possessions, space and skills better through sharing, renting, swapping or otherwise exchanging their Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 53
  • 54. resources. This trend has been picked up in four main industries: car rental, space rental, property rental and skills rental. The trend creates opportunities for businesses to provide products and services in new ways, as well as associated industries such as insurance. Nadya Powell Sometimes things move quickly from being a buzzword to a revolution and such is the case with collaborative consumption. Coined in 2010 by Rachel Botsman and Roo Rogers in their book What's Mine Is Yours, by 2013, it has been on the front cover of The Economist and lauded by Time Magazine as one of 10 ideas that will change the world. So what is it? If you have holidayed through Airbnb or rented a Zipcar, you've partaken of collaborative consumption. It is defined by www.collaborativeconsumption.com as: "The reinvention of traditional market behaviour, renting, lending, swapping, bartering, gifting and sharing products, on a scale never before possible… for a more fulfilling and sustainable quality of life." Simply put, collaborative consumption is people sharing their spare space/vehicle/time/skill, peer to peer, e.g. renting out their spare room on Airbnb or their skill on TaskRabbit. Innovation to date has focused on four main industries – car rental, space rental, property rental and skills rental. And savvy brands are quickly stepping in, thereby delivering scale. For example, Avis recently bought Zipcar, and Marriott Hotels has done a deal with LiquidSpace. So what does this mean for business? Well, if you're in one of these sectors – get involved. There is huge demand for collaborative consumption solutions and the wise thing to do is work out a strategy, fast. Collaborative consumption also has implications for associated industries. For example, how should car insurance companies react to a demand for transient insurance when driving a borrowed car? Consortiums like jFloat are stepping in – the incumbent businesses also need to or they will fast be obsolete. What if you're outside these sectors? Do not rest on your laurels. There is an increasing desire among consumers to be asset-light, to stop owning stuff and, instead, live through experiences. Collaborative consumption startups will appear in every sector. Why have a broadband contract when you can have Wi-Fi on the go with Karma Wi-Fi? Why get a bank loan when you can use Zopa? So start working out your strategy for collaborative consumption products and services. J&J shifts ROI tracking NASHVILLE: Johnson & Johnson, the pharmaceutical and packaged consumer goods giant, has announced that it is switching the focus of its market research to a cross-company system for its major brands. "We have moved to one methodology to track some of our mega-brands," Brenda Armstead, VP of global strategic insights, told the Market Research Event (TMRE) in Nashville. For an organisation that historically and culturally prospered from a marketing programme that relied on decentralisation for each of its top brands – including Tylenol, Listerine, Johnson's Baby, and Neutrogena – this new uniformity suggests it now sees benefits in developing a cross-company commonality. Armstead said the company intended "to become more of a global organisation [with] standards and consistency in the way we track our brand equity across our entire consumer group portfolio". (See full Warc exclusive story here.) She went on to explain that the group has embraced a Millward Brown composite metric that captures levels of engagement and commitment that brands inspire. Its composite brand score is a tool that helps guide the every-day brand-equity evaluation. "It allows us to compare [brands] across the consumer group [and] we have senior management in Jersey that really wants to see score-carding and how the brands stack up," she said. "For us, it's about doing activation sessions with our local markets – and with our cross-functional teams – to make sure that we're actually putting plans against addressing any outages in our equity. So, if we're off, we ought to be doing something about that to close the gap," she added. She also expressed confidence that with the ability to measure meaningfulness, difference, and saliency – three key components of the Millward Brown metric – the company would be able to "really pull [the brand] apart and discover what is driving a brand in different markets". For an international marketer with so many products and a wide distribution network, Armstead expected the results may prove to be very different depending on the cultural and the competitive context. Data sourced from Warc , 11 November 2013 Coca-Cola embraces “new school” shopper marketing Authors: Stephen Whiteside Source: Event Reports: Shopper Marketing Expo, October 2013 Summary This event report discusses how Coca-Cola, the beverage company, is working with retailers in the US to improve performance. In the past Coca-Cola was able to make 'take it or leave it' offers to retailers, but growing private label branding has reduced retailers' reliance on brands. This has led to Coca-Cola changing its approach and working Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 54
  • 55. collaboratively with retailers. For example, Coca-Cola and Family Dollar, the discount retail chain, worked closely together on a research program before developing an in-store offer. This was then promoted through social media, direct mail and outdoor ads. Coca-Cola has found that working closely with retailers helps to improve measurability and success. Coca-Cola embraces "new school" shopper marketing Stephen WhitesideWarc Shopper marketing is undergoing a profound transformation. More specifically, the "old school" model, where brands were utterly dominant, has been replaced by a "new school" approach based on genuine partnerships between retailers and suppliers. That was the message of Alison Lewis, the outgoing SVP/marketing for North America at Coca-Cola, while speaking at the Shopper Marketing Expo, held in Chicago in October 2013. In the recent past, Lewis suggested, the relationship was so unbalanced that major players like Coca-Cola could present a proposal to a vendor, promise no kind of customisation and pursue minimal negotiations over the terms of agreement. "It was pretty much a take it or leave it situation," she said. "The only thing we'd really collaborate on was pricing." Today, however, the retail sector is consolidated and differentiated, housing powerful chains from Walmart and Target to Whole Foods and Trader Joe's. Often, these companies boast large private-label lines, and so are less reliant on national brands to deliver footfall. "The 'new school' is much more about how we work together, and think about how we get to the win-win-win between the retailer, the brand and the shopper. And it has to be a three-way win across all of those groups," Lewis said. "There is change, and that change really requires new thinking – and, more importantly, new ways of working together within that thinking. The thinking is actually the easy part; making it happen is harder." Adapting to the new order Consumer packaged goods specialists have generally perceived retailers to be strictly tactical. At the same time, retailers regarded manufacturers as emphasising their own products to the exclusion of category and total market growth. But the financial crisis and the explosion of digital media resulted in vendors and suppliers realising that joining forces is mutually advantageous. "The shifts in power between manufacturer, retailer and shopper really create an environment where we need to work differently. Collaboration has to be foundational in what we do," Lewis said. Identifying the common aims that underpin the entire initiative is the first, and arguably main, priority here. "We're in a world now of co-creation, not just deal-making," said Lewis. "And within that co-creation, what's really important is to align with your retail partner on those shared objectives -making sure you both know why you're doing this, and what's going to move this forward." Building the foundations Extending this theme further, Lewis asserted that greater rigour is crucial from the start. "We need a much more disciplined process, with much more focus on the upfront foundation-building components," she said. "In the past, where we really focused was much more on the building of programmes, not as much on the front end. That foundation-building is the front-end, and a really important piece." A tie-up featuring Coca-Cola's eponymous flagship brand and Family Dollar, the discount retailer, showed how to recognise a "sweet spot" in practice. Fully 65% of the chain's customers earn less than $40,000 per year and 30% have an annual income below the $20,000 threshold. In a bid to deepen their bonds with this demographic, the two companies initially discussed their respective businesses, visions and aspirations. Family Dollar was eager to zone in on its core clientele, who shopped at its stores at least twice a month. The organisation takes a modest 3% share of wallet, so boosting frequency was a vital way to increase sales. An association with Coca-Cola was attractive as stocking up on carbonated soft drinks regularly prompts buying trips, and as it may alter negative perceptions concerning the quality of the products sold in the firm's outlets. Coca-Cola wanted to affiliate itself with snacking, but to avoid devaluing its brand by relying solely on price promotions. Rather, the objective was to link its "Open happiness" positioning – premised upon telling stories that people embrace and amplify – with the choices made in the "grab and go" leisure and snacking space. With these parameters decided, the two allies pooled their existing information about low-income consumers, and sought to plug any knowledge gaps with research. "We really needed to align on who was the shopper, what was important to that shopper, how – meaning what brands and occasions best fit those shopper needs – and where to engage those shoppers along the path to purchase," said Lewis. The existing material available tended to be heavily statistical, and lacked an emotional element. In response, CocaCola and Family Dollar conducted qualitative and quantitative studies to ascertain the precise characteristics typifying this cohort, the types of media they favoured, and which touchpoints shaped purchases. It was discovered that members of this audience were tough and resilient, and many worked two or three jobs. They were also savvy, and enjoyed eking out the most value for their money. Other widespread traits included being optimistic, proud of their home and keen to foster a close-knit family, particularly by facilitating "moments of happiness". From idea to implementation After accruing these insights, the next step was translating them into impactful communications. "Once you've defined what your strategies are, the question is: how do you bring it all together with a creative idea? The important thing here is really thinking about the fact you've got two brands – Family Dollar and Coca-Cola – you've got the shopper, and then you have the occasion that we're looking to drive: in that case, it was leisure, at home snack time," said Lewis. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 55
  • 56. The companies' aims, backed by the research findings, led to the following big idea: "It's all about helping her say yes to more moments of family happiness." This was embodied by an offer handing out points for the My Coke Rewards loyalty scheme to anyone buying a single-serve Coke alongside a box of Ritz crackers or Chips Ahoy! cookies for $3.75. Reaching the desired customer required the deployment of a complex selection of channels. "We've got to look at a new media mix to connect. It's a combination of traditional media and new media," said Lewis. Word of mouth, online and offline, was especially influential. "We know that she's inherently social. And what she's looking for … is solutions for friends and family," she added. Twitter assumed an integral role in fuelling the conversation. Family Dollar's page on Facebook fulfilled a similar purpose, while tapping mommy bloggers and websites such as "Posh on a Budget" strengthened the online buzz. "When you think about that co-creation, what's very important is how you line up objectives, and how you put 'shared' as part of the owned/earned/shared/paid centreplate of what you do," said Lewis. Having learned that mothers like to become a "hero" by getting the best deal for their family and spreading the word to their friends, the intention was to encourage sharing in the pre-shop and post-purchase phases. "That's something that has everything to do with hitting them in the right connection locations, with the right content so they're compelled to drive sharing, amplify and drive scale for mobile ad social," said Lewis. An email blast to three million opt-in recipients drove awareness of the My Coke Rewards loyalty platform. Elsewhere, bus shelters were an interesting support medium, as 25% of the intended consumer segment rode on public transport. Family Dollar's weekly circular, a shopper marketing staple, was also seen by 50 million people. Geo-fenced mobile messages talking about Coke and snacking targeted individuals in Family Dollar branches. Instore collateral reminded visitors of the offer, too, and made it simple to "grab and go". The final receipt from Family Dollar then contained a dedicated number customers could text to claim their reward. Measuring the right things The richness and depth of this strategy was primarily attributable to the manner in which Coke and Family Dollar collectively formulated the whole campaign, from the original objectives to the research outline, agency brief and action points. Previously, brands and retailers usually came together only at the strategy stage. Equally, this tighter coordination is beneficial when it comes to determining success. "What we often fail to do is the execution and measurement aspect, so that you can create the virtuous cycle and the virtuous loop, understanding what worked, what didn't work, how you might approach things differently in the future," said Lewis. She went on to describe the key metrics. "What's really important is getting down to very simplistic measurement: five areas that, quite frankly, are important to the retailer and important to the brand or manufacturer. It has to do with traffic, conversion, frequency of purchase, size of purchase and return on investment," Lewis said. "Obviously embedded in all of that is what's in it for the shopper, and the fact that if we converted her to a buyer, then obviously we provided some level of value and a solution for her," she added. And it is the achievement of these goals which ultimately mean a "new school" shopper marketing initiative has been worthwhile. "What we have to do going forward is go for the win-win-win, and do it every single time we go in there, and build and co-create a shopper marketing programme," Lewis concluded. Developments in ecommerce: Insights from Waitrose, Unilever and Amazon Authors: Emily Barley Source: Event Reports: IAB Engage, October 2013 Summary This event report looks at several trends now reshaping ecommerce from the perspective of three leading firms: Waitrose, Unilever and Amazon. One major shift is the growth in the number of people undertaking commercial activities on mobile devices, which requires a rethink in terms of website design and functionality. Effectively communicating brand values on digital is another challenge for brands and retailers, and Amazon has found that ads based around utility tend to deliver the best results across different screens. Marketers must also be wary of overestimating what big data can achieve: human factors still have an essential role to play alongside the numbers. Developments in ecommerce: Insights from Waitrose, Unilever and Amazon Emily BarleyWarc Understanding how consumers use websites across different devices is vital to formulating effective ecommerce strategies. In evidence of this, representatives from Waitrose, Unilever and Amazon explained how their retail tactics are developing while speaking at IAB Engage, a conference held by the Internet Advertising Bureau in London in October 2013. Waitrose develops its online offering Robin Phillips, director of ecommerce at Waitrose, spoke about how the grocery chain improved its online offering with the re-launch of its website. The company has a history of co-ownership with employees, who are referred to as "partners", and premises its retail business on providing high-quality service and advice in store. "The biggest challenge is: how do I really get across sharing a love of great food and drink with our consumers?" said Phillips. "How do you interpret that on digital?" Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 56
  • 57. Waitrose found that people use its website in distinct ways at certain times and on specific devices. A common pattern is to use a tablet in the evening to build an order, which is then edited on mobile the following morning. Waitrose has seen PC use decline as mobile and tablet use both increase, and is therefore trying to make its website fit how consumers want to buy. Its search function, for example, allows an entire shopping list to be entered at once. Space is available for comments to be given to staff, for instance if a buyer prefers green bananas, as they select products for delivery. Prominently featuring images of its partners at every stage of the online shopping journey assists in giving Waitrose's website a more personal feel, and this is central to its brand image. Digital content has also been created to emphasise the role of people at every stage of the purchase process. Blogs, Twitter accounts and a recipe site, including cook-along videos, then help answer customer queries around the clock. Collectively, this material is fulfilling the company's aim of "making the website a destination". Alliances with culinary experts including celebrity chefs Delia Smith and Heston Blumenthal have similarly yielded interesting and engaging content encouraging consumers to return to the site. Products from John Lewis, Waitrose's sister company, are even available on a click-and-collect basis from the latter chain's stores. Phillips said over half of John Lewis's click-and-collect orders are now picked up in this way. Waitrose's own click-and-collect capabilities are expanding, too, with tests of temperature-controlled lockers allowing orders to be accessed outside stores via a special PIN code. This adds flexibility to the shopping experience. Buying ideas at Unilever Ecommerce is an equally big focus for Unilever, the FMCG group. Digital has been integrated into all aspects of its strategy, from business planning to marketing and execution. "That has been the recipe for our success," said Luis Di Como, senior vice president of global media at Unilever. "It cannot be done just from one point of view." This is because "people go through this whole path to purchase seamlessly … we need to combine all of this". Unilever's customer base is changing fast, di Como revealed, as "more than half of our sales come from emerging markets. And in those markets, people are leapfrogging technology and using mobile to connect". More broadly, shoppers are becoming more demanding of brands, with an attitude of "what we want, when we want, where we want it: this is the new digital world", making functionality in ecommerce increasingly important. Forming personal connections is, correspondingly, integral for Unilever. Jay Altschuler, its director, global media innovation, reported that it "builds brands that people buy, and ideas that people buy into". Becoming "a people-centric Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 57
  • 58. company allows us to deliver brand stories", he added. In order to be successful, this process "has to be done in an authentic and magical way … it has to build an emotional bond", as "people have the ability to tune out". The company has used social content that resonates with people to promote its brands, a prominent example of which is Dove's "Campaign for Real Beauty". "It's about a bigger social purpose to buy into," Altschuler said. Social video, he further ventured, allows "a big company to ramp up quickly, to speed up, to see how people are reacting", and then adapt its content in real time. Digital affords marketers the opportunity to develop lengthier creative content as well, marking a change of pace from short television ads, and facilitating the more fulsome development of brand stories. "That's really our entire philosophy … it's all about connected on a personal basis," said Altschuler. The Dove "Sketches" video, for example, featured an artist making two drawings of a person he had never seen. The first was based on the person's description of themselves, and the second based on someone else's description of them. This video became the most-watched branded video of all time on YouTube, with over 56 million views to date. Another Unilever brand with a mission is Lifebuoy soap, which is seeking to reduce the child death rate in India by promoting good hygiene through its "Help a child reach 5" campaign. The brand has built a tool to crowdsource data on potential outbreaks of infection, which then allows for the targeting of solutions. Amazon taps mobile growth Amazon, the ecommerce pioneer, is a bellwether for the digital space, and has seen a dramatic surge in mobile searching and shopping. It has 215 million active accounts globally, and 65% of these users visit its pages on a mobile device, a total set to hit 94% in four years' time. Just as consumers move seamlessly between devices, so the company is ensuring their experience is consistent across channels. Lisa Utzschneider, vice president of global advertising sales for Amazon, discussed how consumers often start searching for products on mobile before moving to a tablet or PC to complete a purchase. Such multichannel shoppers spend more than the norm – a full 50% more in the consumer electronics category – and Amazon has found that ad campaigns encompassing multiple screens perform 18% better than those on one screen. Interestingly, ads viewed on one screen are likely to be actioned on another. Even when the ad is seen on another screen, people are 56% more likely to visit a product site on a PC and 27% more likely to do so using a Kindle. Amazon's core principle is to work from the consumer backwards – to innovate on its users' behalf to meet their expectations. Utzschneider said that ecommerce ads should help consumers rather than distract or disrupt them, and this utility helps make them successful. Being cautious with big data A note of warning was sounded by Bryan Melmed, director of insights at Exponential, the advertising intelligence provider, regarding big data. He suggested big data was being overhyped as providing solutions for a range of societal and marketing issues it simply cannot address. Used properly, big data is a tremendous tool, but "we really need to understand its limitations", Melmed said. A key role of big data, he argued, is to help marketers understand people's relationships with mobile: how consumers use their devices in varying ways, for varying reasons, and at varying times. The statements about it that Melmed expects to be discredited include the idea it can eliminate wasted marketing expenditure: some people will always resent the intrusion of ads and some spend will always be ineffective. Additionally, big data may create tensions between creatives and statisticians, as assumptions and theories that are felt to be correct are not confirmed by the numbers. Big data, he concluded, should change the way people think about marketing and encourage moves from causation to correlation. But people cannot be summarised by crude stereotypes like "soccer moms". "That's an old media tactic. What's nice about the data is that it forces us to look beyond that – to the granular, the inconsistencies, the beauty," Melmed said. "There's a silver lining, but that means there's a cloud … we need to be more and more responsible about how we use the tools that we're developing." About the author Emily Barley is Editorial Assistant at Warc. 2013: The Breakout Year for Mobile Measurement - What every marketer needs to know about push notifications, SMS and mobile email messaging in 2013 Authors: Brendan O'Kane Source: International Journal of Mobile Marketing: Vol. 8, No. 1, 2013 Summary As consumers adopt smartphones and tablets at soaring rates, marketers are racing to make sense of the copious data those transactions generate, harness what the data says about their customers, and then act on that information. This paper addresses the issue of whether there is a need for analytics and data aggregation for mobile messaging campaigns. It describes the results of a case study preformed on one of Australia's most comprehensive parenting Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 58
  • 59. websites and provides insights and analysis of the strategies and techniques used, such as action analytics, a/b split testing and retargeting. The paper draws the conclusion that using analytics to target precise messaging will substantially increase consumer engagement and increase ROI. 2013: The Breakout Year for Mobile Measurement - What every marketer needs to know about push notifications, SMS and mobile email messaging in 2013 Brendan O'KaneOtherLevels, United States Welcome to the age of mobile measurement Companies have been measuring customer response to direct marketing messages since long before the Internet. However, the intelligence gathered back then is not even a microscopic fraction of the volume of consumer data being gathered now through mobile devices (Lynch, 2012). As consumers adopt smartphones and tablets at soaring rates, they make more of their everyday social and financial transactions on those devices. Marketers are racing to make sense of the copious data those transactions generate, harness what the data says about their customers, and then act on that information (Olenski, 2012). Marketers delivering messages to consumers through non-mobile channels have a wealth of long-established choices, industry-wide best practices and measurement standards arrived at over decades. Until very recently though, marketers who target mobile customers have had limited options for gauging message impact and, when necessary, reworking messages that do not deliver ROI.That, however, is changing. In late 2011 and early 2012, many marketing pundits (Meers, 2012) were declaring 2012 to be "The Year of Mobile Marketing" (Rice-Lincoln, 2011). Now, as ever-growing numbers of marketers are "going mobile" and realizing that this medium requires its very own analytics techniques and metrics, 2013 appears poised to become "The Breakout Year for Mobile Measurement." Acquisition is expensive: Beating the numbers By the end of 2012, the world's marketers will have spent $11.6 billion on mobile campaigns, an 85% increase from 2011. By 2015, marketers are expected to be spending a yearly $4.4 billion on mobile campaigns in the United States alone (Schonfeld, 2011). When it comes to marketing through mobile, engaging and retaining existing customers, rather than attracting new ones, is a far more cost effective route to boosting ROI. In their 2002 business management manual "Leading on the Edge of Chaos," authors Emmet C. Murphy and Mark A. Murphy (2002) estimated that acquiring new customers can cost up to five times more than retaining existing customers, simply by keeping them satisfied. The Murphys also estimated that in some industries reducing rates of current customer loss by just 5% could boost profitability by 25 to 125%. About a year later, Harvard Business Review writers Ravi Dhar and Rashi Glazer wrote in their article "Hedging Customers" that, according to some estimates, repeat purchases by established customers take up to 90% less marketing effort than first purchases by new customers (Dhar & Glazer, 2003.) In fact, for many marketers acquisition costs have gone "through the roof," as Andrew Green, head of business development at game developer TinyCo, told "All Things Digital" in October 2012 (Duryee, 2012). Marketers already know they need to go mobile; that is no longer even a question. While it may be a challenge, pinpointing the right moment and the right message to elicit a customer conversion is possible. It is all in the numbers, as long as marketers can identify the smart data within the Big Data. All eyes on mobile messaging: The surest way to engage and retain consumers Mobile is not only the here and now, it is also tomorrow's Internet access winner, with mobile data plans reaching 1.2 billion as of May 2012 (mobiThinking, 2012) and growing to 9.3 billion by 2018 (Ericsson, 2012). Mobile will soon be in nearly everyone's hands as it surpasses desktop as the principal gateway to the Internet for a large majority of consumers. Considering these numbers, it makes perfect sense for marketers to engage consumers through the portable screens that command so much of their attention and increasingly dominate their daily lives. In fact, mobile has become so prevalent and so indispensable that many users experience heightened stress when separated from their devices (Lindstrom, 2011), while 68% of mobile owners sleep with or next to them (Sutter, 2012). No other medium has penetrated and impacted daily life to this extent. As mobile communications hardware and software have evolved, so have the routes by which marketing messages directly reach device owners. Today, brands seeking to raise their mobile profiles are distributing direct marketing messages to customers' smartphones and tablets in three main formats: • SMS: This is the globally popular text message service. Marketers large and small have leveraged its immediacy to increase engagement and ROI. For example, Planet Hollywood Resort and Casino in Las Vegas, in a bid to increase membership in its A-List Players Club reward program, developed a dual opt-in strategy: mobilecarrying guests first received offers to sign up for prize giveaways and then received offers of free slot games for new rewards sign-ups (MobileStorm, 2010). During a small-scale pilot test campaign, Planet Hollywood achieved a 13.5% rate of reward program opt-in, with half of those guests playing beyond the original free games. Revenues generated covered the cost of the pilot program within 28 days. • Mobile Email: During the period between the Tuesday before Thanksgiving and Cyber Monday 2012, according to direct marketing firm Knotice, the open rate for mobile email messages from retailers jumped 50% (Tode, 2012). This is a clear indication that marketing via mobile email is still going strong as mobile adoption, and email opens on those devices, soars (Business.com, 2013). Seamless, an online platform that allows two million-plus members to order food from more than 11,000 restaurants in 40 cities, recently saw a 100% higher click-through rate, 50% more app downloads and 90% more food orders from those downloads (MarketingSherpa.com, 2012). How? Through mobile email targeted by device type as opposed to untargeted email. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 59
  • 60. • Push Notifications: These are the opt-in messages that pop up on smartphones and tablets announcing updates and offers related to apps that consumers have installed on their devices. Push notifications, when done right, have tremendous potential for boosting customer engagement. For example, when Florida-based Jenkins Auto Group wanted technology to help it better connect with customers, it enlisted the help of MobileAppLoader to create apps and push campaigns for all its regional dealerships. According to the company's Internet director, the push campaign has significantly increased follow-up phone calls and service appointments as well as car and parts sales (Littman, 2012). It has also increased customers' engagement with Jenkins' mobile apps, which allow users to schedule appointments as well as find the lowest local gas prices and share their activity with social networks. Large volumes of untargeted push, SMS, and mobile email messages do not necessarily yield the best value, though. That is because mobile is different from desktop-based marketing. Page views, number of registered users, impressions, banner clicks and message open rates do not tell the marketer who is interacting or which app features the user is interacting with. Nor do they reveal which specific messages are driving engagement and ROI. It is also because consumers do not use desktop and mobile in the same way, particularly when they are searching to shop; 90% of desktop searchers act within one day and 70% of mobile searchers act within one hour. In addition, mobile devices help their owners manage everything from finances to social lives to blood sugar. Consequently, device owners expect mobile messaging to add value to their lives. The tolerance threshold for untimely and irrelevant messages is much lower on mobile than on desktop, where messages are easier to ignore. In fact, message overload and irrelevance cause 69% and 60% of consumers, respectively, to abandon mobile marketing updates (MarketingCharts, 2012). Marketers increasingly know that to build engagement, loyalty and ROI on mobile they will need metrics that paint a clear picture of each customer and allow them to constantly test message effectiveness and quickly retool messages that aren't working. They need smart analytics. Nimble analytics. Action analytics. Mobile measurement done right: Action analytics, A/B split testing and retargeting In 2011, the Interactive Advertising Bureau's Mobile Marketing Center of Excellence released a study, "The State of Mobile Measurement" (Internet Advertising Bureau, 2011). The IAB reported that, while the number of mobile marketing campaigns is booming, the measurement of those campaigns' effectiveness is lagging behind and consistent industry-wide standards have yet to be adopted. But even at this stage, the mobile industry does have precision measurement tools that can help marketers use smart data to take the pulse of their audiences and craft messaging campaigns that resonate with individual customers, yielding optimal ROI. In order to get top relevance and value out of each message, marketers can turn to methods that show exactly how customers are interacting with those messages down to individual taps and swipes. • Action Analytics: Harnesses deep and granular data such as send versus open, time since last open, organic versus prompted opens, location, and links individual message copy to specific user behaviors, outcomes and goals. The gathered business intelligence can then be used to set parameters for precise retargeting and future messaging campaigns. For example, there is no point in messaging users at times when they are not active on mobile. • A/B Split Testing: This analytics method consists of deploying different versions of a single message to see which gets the highest number of the marketer's desired conversions, be they in-app purchases, coupon clicks and redemptions or social shares. Marketers can test message copy for qualities such as tone, urgency, length and energy. This method has been in use for decades to test marketing messages in print, on television and on the Web, and it is starting to make its mark on mobile. Combined with automatic selection of the best performing split, and derived from an audience subset, A/B split testing can yield dramatic conversion increases. • Retargeting:The data generated through action analytics and A/B split testing can be used to retarget unresponsive consumers. In retargeting, marketers can use the data to further retool messages and deploy them to customers who did not open a previous message or to those who did open the message but did not follow the call to action. For example, an actionable A/B split message test with retargeting looks something like this: A well-known national cosmetics and perfume retailer with a mobile app wants to remind its reward-program members that their accrued points are about to expire. The retailer deploys two versions of the same message to their app users who have not redeemed their points: Message A: "LAST CHANCE to score great deals with your Beauty Insider rewards gift card!" Message A had a 40% open rate and a 20% redemption rate. For every 100,000 messages sent, 8,000 led to a conversion. Message B: "LAST WEEK to redeem your Beauty Insider rewards gift card!" Message B had 30% open rate and a 30% Redemption rate. For every 100,000 messages sent, 9,000 led to a conversion. Though it had a lower open rate, message B yields better ROI because it had a higher redemption (9% versus 8%). So the retailer disseminates that message to a wider audience. Then, to maximize ROI even further, the retailer retargets customers with an additional message, taking a segmented approach based on the original test. There are, in fact, six possible outcomes in our sample A/B test: Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 60
  • 61. Using this matrix, our marketer could take any number of retargeting approaches. As an example, she might retarget: 1. Everyone who opened messages A and B and took the redemption could receive a new message offering triple points for taking an additional action (e.g., a survey, a social share, etc.). 2. Everyone who opened message A but did not redeem is sent the winning split test message. 3. Everyone who opened message B but did not redeem is sent a more enticing message, perhaps offering bonus points. 4. Everyone who did not open either message A or B is sent a message with a more urgent call to action. By retargeting unresponsive customers after an A/B test, marketers can make sure they have taken every possible opportunity to engage the customer and elicit a conversion. When marketers know their customers and give them what they want, they build stronger and longer-lasting relationships with them, as one successful Australian company found out. A case study: A/B split testing in action with kidspot Melbourne-based Kidspot.com.au, founded in 2005, was created with the purpose of giving Australia's moms a central repository of reliable information that could make the journey of pregnancy and child rearing easier and more enjoyable. The site has since been acquired by News Corporation and grown to include detailed and comprehensive directories on every stage of pregnancy and birth as well as on parenting throughout all of the child's developmental stages. Some of the site's features include a wide variety of social discussion forums, a blog and activities for children such as easy recipes, games, crafts and printable coloring pages. Kidspot is now the most popular parenting lifestyle site in Australia, with more than 1.3 million unique monthly visitors and more than 68,000 Facebook "likes." As a natural response to the rapid adoption of smartphones and tablets by the mom demographic, Kidspot developed and released the BumpWatch mobile app. BumpWatch helps women hoping to conceive pinpoint their most fertile times of the month, offering them advice on how to increase their chances of becoming pregnant. It also helps expectant moms keep track of milestones along the pregnancy journey from conception to birth. At launch, the BumpWatch app deployed push notifications messages as a way to interact with users, addressing the process of pregnancy in a "folksy" tone with fairly casual language, including references to "baby bumps" and inquiries as to how "junior" was doing. While reception to the app, and to the push notifications meant to keep moms engaged, was positive, the company was sure that engagement could be stronger. The objective Kidspot's main communications objective was to increase user engagement with the BumpWatch app with the expectation that women who downloaded it would follow the push notifications' prompts more often and spend more time within the app. Longer app engagement also increases monetization opportunities, in this case the likelihood that the user will click on an invitation from a brand partner such as Huggies to visit its website and join its Mums to Be Club. The company wanted to craft messaging that spoke directly to each user according to her individual point along the pregnancy journey, realizing that, just as a woman in her third trimester would not fit into the jeans of a woman in her first trimester, the same principle applies to mobile messaging. As there is no "one size that fits all" approach and as more and more consumers adopt mobile, the need to tailor mobile messages by ever more specialized segments grows. Kidspot wanted to identify exactly what kind of language would best pique the interest of women in these different segments: those trying to conceive and of expectant mothers in each week of the nine-month pregnancy process. The company wanted to measure: • How many app users were opening the push messages? • Which opened messages were leading to increased app exploration? • Which users clicked through to brand partners? • Which messages led users to access the "settings" section of the app? The strategy In order to improve engagement with BumpWatch, Kidspot enlisted the help of OtherLevels. OtherLevels helps brands and publishers using push notification, SMS and mobile email messaging engage, retain and maximize the value of their audiences through mobile messaging analytics and retargeting. After analyzing the app's content and the push notifications Kidspot was sending, OtherLevels recommended that the best way to measure the effectiveness of each push would be to run A/B split testing. A/B split testing refers to deploying at least two versions of a single message to see which iteration delivers the highest value and ROI. The technique has been used in print, television and Web campaigns for decades and is starting to make inroads on mobile. OtherLevels determined this to be the best course of action as mobile needs different analytics beyond those used with Kidspot's desktop-based Web site (e.g., page views, banner clicks, impressions) to deliver better engagement. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 61
  • 62. The execution The BumpWatch app has two separate sections: a fertility tracker that calculates probable ovulation dates and provides conception tips, and a pregnancy tracker that calculates due date and offers information on every stage of the pregnancy. Beginning in 2011, OtherLevels and Kidspot created several versions of the push notification messages for the fertility and pregnancy trackers. Each message varied in several areas, including tonality, call-to-action and word count. The messages were sent to women from the pre-conception stage through to pregnancy development in all three trimesters. For example, segments of women trying to get pregnant received one of these three messages: A. "It's almost your fertile time - happy baby making! Visit BumpWatch to learn more." B. "Your body is preparing to become pregnant. It's time to get busy baby-making!" C. "It's almost your fertile time - read our 10 tips to boost your fertility." With a lift rate of 198%, message A was the most widely successful notification of the three. For those who were already pregnant, the company deployed test messages to women in later stages of pregnancy (week 28): A. "Some important milestones for baby's brain this week. What else has changed? Let's find out!" B. "Your baby can still do somersaults but it's getting cramped in your belly, so he's starting to move into the birth position. Find out more." Here, message A won the engagement contest, producing higher numbers on every metric. This message achieved a 230% lift rate as well as a greater percentage of users maneuvering through the navigation screen of the app at 200% lift. For women in their 30th week of pregnancy, OtherLevels delivered these two message choices: A. "From this week, your baby's fine lanugo hair may begin to disappear. Why? Let's find out?" B. "Week 30 Congratulations! You're in your third trimester. Baby is now laying down body fat and growing hair and nails. Lovely! Find out more." With one of the highest percentages, message A not only had a 308% lift but also a 125% navigation page lift as well. Based on the results of these tests, Kidspot noticed that shorter and less casually worded messages returned the highest results. The tests also revealed that messages ending in the words "Let's find out!" proved to be most compelling for moms to open the message and engage with the app across the board. Utilizing these results, messages following this model were deployed to wider audience segments. The results After the first round of A/B split tests carried out by OtherLevels over a two week period, Kidspot was able to identify with precision the kind of messages -less folksy, more clinical and concise - that makes moms curious to know more and keeps them engaging with the BumpWatch app for longer. According to initial results, user engagement with the BumpWatch app increased by 87.5%, while a lift of between 200% and 300% was achieved based on the wider deployment of segmented messages shown to draw more interest from moms. These numbers make it clear that, even with consumers as busy as moms-to-be, when it comes to winning the engagement game in an increasingly untethered, wireless age, mobile analytics can put a marketer ahead of the pack. What to expect in 2013 What was missing in 2012 was not mobile adoption or mobile devices or even mobile analytics in general, it was the tools to gather deep granular data that allows marketers to measure engagement and act quickly to alter messaging that doesn't work. And embracing mobile's differences? That mobile is not email or web banner advertising for a smaller screen is becoming increasingly obvious to marketers, many of whom have recognized they can not apply the same old web metrics to mobile and get the same results. The channels differ, the experience is different, and so is the engagement. Marketers should consider 2013 as the "Year of Mobile Measurement." Mobile analytics and measurement is going to make great strides in the year ahead, becoming an indispensable component of any mobile engagement campaign. Here are five of our predictions of what the mobile marketing and measurement landscape will look like in the year ahead: 1. SMS will remain highly relevant: Anyone who has received a text reading 786-454-5736 WE BUY JUNK CARS CASH $300/400 COMPRAMOS CARROS might disagree, but SMS will live on despite newer and arguably more visually engaging formats precisely because of its simplicity and directness. Read our message. Text 1 to opt in, text 2 to opt out. Simple. While push notifications will gain in prominence, look for SMS to remain highly relevant in 2013 in both the developed and developing world where feature phones outnumber smartphones. With messaging being very limited, marketers will learn to make every character count. 2. Marketers will demand the same sophistication from mobile as they do from other marketing channels:Current mobile analytics are not meeting the needs or challenges of marketers to engage or retain their mobile audiences and show ROI. But now that the conversation has moved from whether to go mobile to how, marketers will demand the same sophistication that has been applied to print, TV and desktop measurement to gauge campaigns' effectiveness and justify their growing mobile budget. 3. Big Data will drive engagement, retention and revenue: The focus on Big Data will shift to smart data. Mobile marketers will start paying more attention to metrics that go beyond data gathering to the analysis of deep granular information (e.g., location, coupon clicks, organic versus targeted re-engagement) that provides customer context and makes for successful targeting of individuals. The result makes for smarter, more engaged customers, driving both retention (far less costly than acquiring new customers) and revenue. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 62
  • 63. 4. Marketers will fine-tune their mobile messaging: A/B split testing for mobile campaigns will boom and become a regular part of app development and management. New startups offering analytics services that go far beyond download counts and open rates to deliver better engagement will come on the scene. Through A/B split testing and more precise targeting marketers will be more effective, fine-tuning their marketing messages to perfection. Bombarding customers and users with poorly timed or irrelevant mobile messages will become so 2012. 5. Mobile metrics will reach beyond downloads, swipes and taps: Not only will marketers be doing more A/B testing, they will be using gathered data for message retargeting to unresponsive customers and users, leaving no stone unturned in their quest for maximum engagement. There will be significant investment in metrics like action analytics, campaigns tied to actions and ROI, that go beyond simply tracking who downloaded what, when, and how many times. And while there might not be an ironclad set of industry-wide measurement standards by the end of 2013, mobile metrics will make huge strides in opening up a world of constant testing, feedback and improvement for marketers and consumers alike. Mobile analytics now and into the future Mobile technology will continue to expand its reach even into some of the world's most remote places: You can already get a cellular signal at Mt. Everest Base Camp (Shahid, 2010). As the world's emerging markets increasingly adopt this technology to complete everyday tasks and transactions, the medium presents an opportunity for brands to engage, retain and maximize the value of ever-larger audiences. Along with their customers, today's marketers are building the mobile messaging space into a moneymaking powerhouse. However, as device adoption soars amid a growing sea of Big Data, marketers will demand more sophisticated tools for gauging message impact and monetizing their messaging campaigns. Through techniques such as A/B split testing and retargeting, the burgeoning "action analytics" industry will provide mobile marketers with the edge needed to remain at the top of customers' minds, opening up a world of constant testing and improvement. This means more thoughtful, intelligent and targeted campaigns delivering higher returns and a better overall mobile experience. Deep granular metrics that paint detailed, individualized customer portraits can help brands go the extra mile to get the kind of meaningful engagement and robust ROI they are looking for, not just now, but for years to come. References: Business.com Blog (2013, January 17). Top 10 Marketing Stats of 2012. Business.com. Retrieved fromhttp://www.business.com/blog/top-10-marketing-stats-of-2012 Dhar, R. & Glazer, R. (2003). Hedging Customers. Harvard Business Review. Retrieved fromhttp://hbr.org/2003/05/hedging-customers/ar/1 Duryee, T. (2012, October 15). Soaring Customer Acquisition Costs Drive TinyCo to Create Affiliate Fees for Mobile. All Things Digital. Retrieved from http://allthingsd.com/20121015/soaring-customer-acquisition-costs-drive-tinyco-tocreate-affiliate-fees-for-mobile Ericsson (2012). Ericsson Mobility Report: On the Pulse of the Networked Society. Ericsson.com. Retrieved fromhttp://www.ericsson.com/res/docs/2012/ericsson-mobility-report-november-2012.pdf Interactive Advertising Bureau (2011). State of Mobile Measurement. IAB.net. Retrieved fromhttp://www.iab.net/insights_research/industry_data_and_landscape/somm Johnson, S. (2012, February 9). The Year of Mobile (Finally). Meers.com. Retrieved athttp://www.meers.com/2012/02/the-year-of-mobile-finally/ Lindstrom, M. (2011, September 30). You Love Your iPhone. Literally. The New York Times. Retrieved fromhttp://www.nytimes.com/2011/10/01/opinion/you-love-your-iphone-literally.html?_r=0 Littman, R. (2012, June 1). Turning Service Calls into New Car Sales: Who Needs a Magic Wand When You've Got a Mobile App? MobileAppLoader Blog. Retrieved from http://mobileapploader.com/blog/post/2012/06/01/TurningService-Calls-into-New-CarSales-Who-needs-a-magic-wand-when-you%E2%80%99ve-got-a-Mobile-App.aspx Lynch, M. (2012, April 12). Data Wars: Unlocking the Information Goldmine. BBC News. Retrieved fromhttp://www.bbc.co.uk/news/business-17682304 MarketingCharts (2012, September 12). Message Overload Causes Mobile Users to Unsubscribe from Updates.MarketingCharts.com. Retrieved from http://www.marketingcharts.com/wp/direct/message-overload-causesmobile-users-to-unsubscribe-from-updates-23330 MarketingSherpa (2012, September 18). Case Study: Mobile Email Marketing: 50% More App Downloads from Device-Targeted Ads. MarketingSherpa. Retrieved from http://www.marketingsherpa.com/article/case-study/emailmobile-app-downloads# MobileStorm (2010). Case Study: Planet Hollywood Adds to Player's Club and Boosts Revenue with SMS Campaign Generates 13.5% New Player Conversions. MobileStorm.com. Retrieved fromhttp://www.mobilestorm.com/wordpress/wp-content/uploads/CASE+STUDY+-+Planet+Hollywood+-+1a.pdf mobiThinking (December 2012). Global Mobile Statistics 2012 Part B: Mobile Web, Mobile Broadband Penetration, 3G/4G Subscribers and Networks. mobiThinking.com. Retrieved from http://mobithinking.com/mobile-marketingtools/latest-mobile-stats/b Murphy, E.C. & Murphy, M. (2002). Leading on the Edge of Chaos: The 10 Critical Elements for Success in Volatile Times, New York: Prentice Hall Press. Olenski, S. (2012, October 5). Marketers Continue to Struggle with Big Data. Forbes.com. Retrieved fromhttp://www.forbes.com/sites/marketshare/2012/10/05/marketers-continue-to-struggle-big-data Rice-Lincoln, S. (2011, December 27). 2012 Promises to be the Year of Mobile Marketing. Masterthenewnet.com. Retrieved from http://masterthenewnet.com/2012-promises-to-be-the-year-of-mobile-marketing Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 63
  • 64. Schonfeld, E. (2011, October 4). Mobile Ad Spending in the US Expected to Grow 65% in 2011 to $1.2 Billion. TechCrunch. Retrieved from http://techcrunch.com/2011/10/04/mobile-ad-spending-65-percent-2011 Shahid, A. (2010, October 29). Mount Everest, World's Tallest Peak, Gets 3G Wireless Internet. New York Daily News. Retrieved from http://www.nydailynews.com/news/world/omg-mount-everest-high-speed-internet-article1.186449 Sutter, J. (2012, September 10). How Smartphones Make Us Superhuman. CNN.com. Retrieved fromhttp://www.cnn.com/2012/09/10/tech/mobile/our-mobile-society-intro-oms Tode, C. (2012, December 10). Mobile Retail Email Open Rates Jump 50pc during the Holidays. Mobile CommerceDaily.com. Retrieved from http://www.mobilecommercedaily.com/mobile-retail-email-open-rates-jump50pc-during-the-holidays About the Author Brendan O'Kane, Chief Executive Officer, OtherLevels, United States brendan.okane@otherlevels.com Please Don't Stereotype Your Personas Bryan Eisenberg | November 1, 2013 In my last column, I promised to show you how to take these lists ofpersonality mapping attributes and turn them from your typical persona stereotype (soccer mom, techno geek) into characters that ensure deep understanding and empathy. Many of the techniques we use to draft our personas come from the same techniques used by great storytellers and scriptwriters. The goal of a great character is to make you emotionally connect with them and to empathize with who they are. Without empathizing with your customers, it's hard to engage them emotionally, just as it's hard to engage someone in a rich conversation if you don't have some empathy for him or her. An easy way to create empathy is to remember that your customers, are as emotionally complex as you are. Keeping this attitude on your part will help encourage empathy. One of the key components of a more persuasive website is copy that feels relevant to the particular visitor who engages with the site. The problem is most people write copy as if they are speaking to an audience of 50,000; aiming for an average visitor and not feeling relevant to any. Author John Steinbeck once said, "Your audience is one single reader. I have found that sometimes it helps to pick out one person - a real person you know, or an imagined person - and write to that one." When Jeffrey and I had our agency, we needed to develop a process to help our clients write to the one person. Having a long background in sales and developing telemarketing teams and scripts, we knew the value of good interactive exchanges and looked to find ways to create characters our clients could empathize with. Intuitively, we were creating rich personas that our clients were identifying with, but the challenge for our company was how to reproduce this intuitive process into something that anyone on our staff could do. We delved into the world of literature and film to understand the rich history of character development. After all, the etymology of the term 'Persona' comes from Latin for an actor's mask. Are Your Personas One-Dimensional? Too often, personas are written as flat narratives, with no emotional hooks for our team members to understand them. One of the techniques we used is based on the work of prominent Hollywood screenwriter and script evaluator, David Freeman. Freeman taught us about "character diamonds," a tool he teaches in his course, Beyond Structure. Freeman teaches characters as a series of layers. One layer is the character diamond. Each corner of the diamond represents a major trait in the character's personality. A trait helps shape how the character sees the world, speaks, thinks, and acts. "Character diamond" loosely means the combination of three, four, or five traits that govern a character's personality. Some characters' personalities are spread evenly among the traits. Others might have a trait so powerful it eclipses the others. In "Star Wars," Darth Vader's creepy evilness is his most salient trait, although he does possess others. Each corner of the Character Diamond represents a major trait of the character's personality. By trait, we mean an aspect of the character which helps shape how that character sees the world, speaks, thinks, and acts. Let's look at a couple of film characters to understand how this is used. For example, the Character Diamond for Melvin (Jack Nicholson) in As Good as It Gets is: 1. Literary/articulate (He's a famous author and can really turn a phrase.) 2. Terrified of the world (He tries to hold his fears at bay with obsessive/compulsive behaviors.) 3. Belligerent Gradually, some of these traits change. For instance, his terror fades and his belligerence turns to caring. You'll notice that his Character Diamond only has three corners. In truth, characters often have not four major traits, but three, four, or five. Thus, we use the term "Character Diamond" somewhat loosely to mean the combination of three, four, or five traits that govern the character's personality. You'll also notice that one corner, "Literary/Articulate," is really a cluster of two related traits. It's not unusual that a corner of the Character Diamond is really a cluster of several traits. In As Good as it Gets, Helen Hunt plays the character Carol. Her Character Diamond is: 1. Loving/concerned (toward just about everyone) 2. Not a pushover/in control/matter of fact (She can handle Melvin.) Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 64
  • 65. 3. Ironic/intelligent 4. Lonely (and thus very eager for a date when we first meet her) Let's take a look at the Character Diamonds of another character. In The Matrix, when we meet The Oracle (Gloria Foster), she's: 1. Psychic/intuitive 2. Powerful (The agents like Smith can't find her or kill her.) 3. Motherly (She bakes cookies; she's got kids in her living room.) 4. Ironic 5. A revolutionary (fighting The Matrix.) Another interesting aspect of Character Diamonds is that, for some characters, their personality is spread somewhat evenly among the traits, as with Carol or The Oracle. Others, however, might have a trait that is so powerful that it often eclipses the others. This is the case with Melvin's belligerence. This Character Diamond stuff can get pretty fancy. In life, and in movies, some people are phony. They have what David Freeman calls a mask. That is, they put on a false self that fools others and often even fools themselves. In fact, with Melvin, his belligerence is just a defense mechanism (a mask) that covers his terror. But, phony or not, his belligerence is still a trait that helps govern how he sees the world, thinks, speaks, and acts. A Well Developed Persona Lets You Think Like Them A lost wallet lies on a Manhattan street, stuffed with cash. A white middle-income male, New Yorker, between 30 and 44, picks it up. Will he look for the rightful owner, or pocket the cash? It's anybody's guess with that level of "targeting;" there is just not enough information to know. However, if George Costanza, the white middle-income male New Yorker between 30 and 44 from Seinfeld picks up the wallet, everyone knows exactly what he'll do. He'll keep the money. By allowing you to imagine their concerns, reactions, and questions, personas allow you to better plan marketing interactions and messaging. Personas are critical to to lead gen websites, specifically those that want to engage their suspects and prospects in a sales dialogue both on and offline. Starting with personality attribute maps and character diamonds here gives you a more human, believable persona. That's much more useful than an average persona, which we see people using. Your company and personas deserve more than flat stereotypes. D-Day: The Cookie is Crumbling Dana Hayes Jr. | November 4, 2013 We all know that the cookie is tired. The cookie works hard but can never fully complete the job we're tasked with: true 1:1 marketing at scale, across platforms. What is the next best options for marketers? As cookie-based targeting and measurement shows signs of strain and reveals inherent limitations, today's marketer is presented with the kind of option we could only imagine previously. I believe that proper audience targeting should be based on real people, not browsing behavior. I am not sure who decided that an effective targeting strategy is to say that someone looking at an auto article is, by definition, in market for an auto. The good news is that we now have data systems and science that allow us to leverage multiple sources of data to gauge audience propensity, build robust audience models and target and market, across platforms. What are the options and how does it all work? Where do the limitations still exist? It's important to understand this as we embrace the new data driven opportunity. What Is the Cookie, Really? A cookie is a small bit of computer code that a website places on a person's browser. Along with that code, information such as browsing behavior is typically stored. When that browser visits a website, the site reads the cookie and corresponding information. Usually, advertising cookies are designed to remember and tell a website some useful information about an anonymous visitor--something that could be useful for marketing purposes. For example, if a person visits several barbeque grill websites, there is likely a third party advertiser cookie placed on that person's browser gathering that browsing behavior. An online retailer for the GreenEgg BBQ Grill would like to reach that browser with that cookie with their ad. There are non-persistent (session) cookies that facilitate site navigation and persistent advertising cookies that live beyond a single consumer session and allow for ongoing marketing and experience customizations. With persistent cookies or not, when relying only on this methodology, a marketer's ability to market online is pegged solely on understanding browsing, shopping and social behavior in specific digital channels. Very little crossreferencing is possible, because the cookie does not work across platforms. No other attributes or data sources are factored in to predict and optimize an audience's behavior. The cookie gets tired just thinking about all the work that it might do, but cannot. The New Audience-Based Approach The new approach uses systems to take a marketer's customer data and/or prospect data files and match them to publisher data files. Database matching is not a new approach, but doing it at scale, across platforms, like we are able to do right now, is game changing. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 65
  • 66. Unlike cookies, true customer data is portable for targeting either online or through offline channels. We are extending what has proven successful offline in direct mail into online, mobile and social, with analytics and measurement across all campaigns. The cookie can't keep up. Richer Insights Through Audience Targeting Today, when you target an online campaign using a third party data source, there are different possible levels of analytics and insights. Depending on who you are--publisher, agency, advertiser, or ad network--you receive different levels of insights and can optimize accordingly. The new systems level-set expectations for all parties. For example, an advertiser can create a data segment for targeting that will combine first party data and third party data to target on both a mobile application and a display application. Once the campaign is running, ad server files can be uploaded and the campaign data can be analyzed at the segment level by multiple variables. Marketers are able to compare performance derived from the app or the screen. Budgets can be reallocated in real time, based on that performance feedback, or measurement instead can be attributed to offline sales. The power here is the integration of all the data sources into one system; in aggregate, a much more potent data picture than what the cookie can deliver. What Still Needs to be Resolved? Of course, the new system still has issues to resolve, including frequency, for example. You may know that the user is in multiple places, interacting across any number of platforms, but frequency of message must be managed to keep from expiring a potential customer's interest. We still face this issue as an industry. The upside of the new standard of people-based targeting, even in the face of this issue, is more relevant marketing at every touch. This is true 1:1 marketing at scale, thanks to a newfound freedom for modeling, targeting and optimizing audiences across platforms. ANA Survey: Half Of Media Budgets Will Be Multiscreen In Three Years October 31st, 2013 - 4:47 pmBy Judith Aquino Delivering ads to consumers across multiple screens has become critical for advertisers as more people divide their attention between various devices such as smartphones, tablets and laptops, in addition to watching TV. Marketers are taking note and ramping up multiscreen budgets, according to a new report from the Association of National Advertisers (ANA) and Nielsen. Based on a survey of 274 client-side marketers, media sellers and agency executives, the percentage of media budgets dedicated to multiscreen advertising is expected to rise from 20% this year to 50% during the next three years. The report defined multiscreen campaigns as those that run during a similar time frame across two or more screens, including TV, computer, tablet, mobile phone and digital place-based media. Even though 88% said multiscreen campaigns will be very important in three years, 71% percent said they aren't currently managing multiscreen campaigns in an integrated way. The inability to measure and compare the different channels together prevents marketers from launching effective multiscreen advertising campaigns, noted Bill Duggan, group executive VP of the ANA. ―Measurement is the biggest issue that will influence the rate of growth for multiscreen advertising,‖ said Duggan in a statement. ―The industry needs to adopt measures that are consistent, comparable and combinable across screens to provide a complete picture of a campaign‘s effectiveness.‖ The majority of the respondents (71%) said they use a variety of metrics specific to individual screens, but 73% said they would prefer to use just one set of metrics across all screens. As for the specific metrics they would like to use, 66% selected reach, frequency and GRPs to determine if the advertising was delivered to the desired audience and 67% said they would like to use brand-lift metrics to assess Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 66
  • 67. awareness, likeability and purchase intent. Other elements that the respondents said were critical for an integrated measurement of a multiscreen campaign included consistent methodology across media (73%), real-time measures for optimization (69%) and the ability to understand the competitive landscape (69%). The Myths And Realities Of Advertising Algorithms September 25th, 2013 - 12:04 amBy AdExchanger "Data-Driven Thinking" is written by members of the media community and contains fresh ideas on the digital revolution in media. Today‘s column is written by Jay Friedman, chief operating officer at Goodway Group. I thought the days when companies promised awesome algorithms without offering any details were over. Companies like AppNexus or DataXu are transparent with their algorithms, which are used to optimize digital media. Yet I still hear others pitch ―black box‖ algorithm cure-alls. While it‘d be great to put this debate to bed, it‘s not that easy. While researching this piece, for example, I found that for every data scientist who tells you the right way to solve how to identify the best way to develop a performance algorithm, three others claim the equation is wrong and propose something different. To shed light on the algorithm debate, I‘ve laid out a few different perspectives below that are meant to be common sense. I‘m not a data scientist, but you shouldn‘t have to be one to understand what you‘re being sold. This is for you, the media buyer, the client-side marketing executive trying to make sense of big data, and the media sales rep who wants the complex broken down into something simpler. A Primer On Sample Size For starters, it‘s important to understand that any algorithm must have enough data about a given combination of variables to decide its value. For instance, you wouldn't take a poll of just one person and project the national presidential election because the sample size would be too small. In a race with at least two presidential candidates, you‘d need a sample size of 1,067 according to this sample size calculator, if you assumed there are 180 million registered voters and wanted a margin of error of 3% and a 95% confidence level. This is sufficient because the top candidate may be favored by 51%, and the other 46%, with some unknowns. With the 3% margin of error, even if this poll were taken hundreds of times, the candidate with 51% would receive between 48% and 54% of votes 95% of the time. Margin of error works on a bell curve like this, which assumes a 95% confidence level: OK, maybe math wasn‘t your favorite subject, but don‘t be intimidated. To read the above, just note that the curve ―bunches together‖ more with a lower margin of error. This just means there‘s a much better chance your figures are accurate. But what if there were 500 viable candidates and none were heavily favored? The top candidate gets 0.8%, the lowest 0.02%. With so many bunched together, even the 2% curve above leaves us uncertain how truly separated the candidates are. Therefore, you might need to increase the sample size. Here's how this translates to a digital display or video-advertising program (mobile is a bit different). Five Hundred Candidates or 3.6 Billion Value Combinations In a typical RTB campaign, 50,000 impressions that ran on a random news website generated a 0.1% conversion rate versus a goal of 0.08% conversion rate. This equates 50 total conversions. However, if you break it down further, you Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 67
  • 68. see 48 of the 50 conversions occurred between 7 a.m. and 10 a.m. Within those 48, 35 occurred on a Monday. Within those 35, 27 were on Windows 7 operating-system (OS) machines. You can see how quickly this unfolds, and it could go on further by adding in more variables. The key takeaway here is this random news website isn't necessarily a great site as a lone variable. It's good at certain times, on certain days, with certain other variables applied. How many variables and outcomes do you need to take into account when examining a buy? The following are conservative values that actually hurt my case. Days of Week 7 Hours of Day 24 Browsers 6 Devices 3 OS 4 Sites 10,000 Ad Sizes 3 Data Segments 10 Creative Treatments 1 Total Unique Combinations 3,628,800,000 That's right: More than 3 billion unique combinations can be taken into account – and this is conservative. It's probably more like 50,000 sites, 20 data segments, and so on, which would make the number much larger. Being an advertising major and not formally trained in statistics, I consulted two professional statisticians. These gentlemen advised on some of the techniques below to ensure I followed best practices within their industry. There are two ways to look at this: We can "project forward" for sample size, as in the earlier presidential poll example, or "look backward," since this is a scenario where we already have data, assuming the buy has already ran. When projecting forward, due to so many unique combinations, it‘s likely the performance of millions of combinations will bunch up within 0.001% of each other. Going back to that sample size calculator, with an Internet population of 214 million, to get down to a 0.001% margin of error, your sample size now needs to be more than 209 million. That‘s a lot to ―sample‖ before knowing what performs and what doesn‘t. But this really doesn‘t feel right. So let‘s ―look backward‖ instead. To look backward, let‘s determine how many "observations" or impressions we need per unique combination of values to derive a statistically valid and confident decision. Per a whole lot of amazingly sleep-inducing Internet chat forums on the subject, there are some instances where 10 observations will suffice and other instances where 30 or 40 will be considered reasonable. Even if 10 observations or impressions are enough, are you running 36.2 billion impressions per flight? This certainly won‘t work, so maybe it‘s time to give up on the notion of understanding every unique, detailed combination. Just Be Better Than a Human with Excel Yes, the perfect algorithm should theoretically explore every combination within the variables. But the example above proves this too unlikely, and no algorithm is perfect. Conversely, we don‘t need an algorithm that only looks at a single variable. A human could do that with the ―sort‖ function in Excel. Going back to our random news website, let‘s say the algorithm looks at just two variables at a time, such as site and data segment, browser and hour of day, or site and day of week. We could argue certain variables are more important than others, but we‘re talking magic in a box here. Surely it can calculate any two variables at a time. To do this, we need the total number of individual pairs among the values in these variables. Cutting the number of sites down to 1,000 to further prove the point, I‘d love to tell you I know the formula to figure this out, but three minutes in Excel multiplying each column out gave me 59,284 unique pairings. You‘ll remember some stats folks suggesting 10 observations or impressions per combination would be enough. Would you optimize anything off of 10 impressions? Even 100? Since we‘re trying to be more realistic but still conservative, we‘ll use 1,000 impressions per combination of values. Now we‘re up to 59,284,000 impressions needed to get good data across all two-value pairs. Use a more realistic threshold like 5,000 per combination, and we‘re up to more than 295 million. How many of you are running this type of buy, with one vendor, in one flight? Frequency Rather than looking at all of the media variables mentioned above, it might be easier to pivot our viewpoint and look at users instead. This would suggest the algorithm is going to optimize against users and not the media variables like site, time of day and so on. To do so this, we need to look at frequency. Going back to the notion of ―observations,‖ research shows us 10 is actually an OK number. We‘ve looked at thousands of campaigns and seen that a monthly frequency of eight to 12 is needed before we see results diminish in efficiency. OK, time out: It‘s common-sense gutcheck time. If you need roughly 10 impressions per user before you know whether or not to optimize that user in or out of the buy, you‘ve also served that user enough impressions to make him or her convert if it was going to happen. No point in optimizing against that user now, you already know the outcome. The 100 Millisecond Response Moving away from statistics, let‘s address the myth that ―no human can make decisions within the 100 milliseconds we have to make an RTB decision.‖ That‘s correct, but algorithms don‘t, either. The reality is most RTB-ecosystem participants cache their line items and, therefore, their bids, so they can respond within the 100 milliseconds and not be timed out. In order to cache these line items and bids, the algorithm has to work independently of the bidding, establish new line-item values in the system, and then allow the system to cache Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 68
  • 69. those. Even though they‘re working independently, they theoretically could repopulate and recache thousands of times per second. Are they? Find out for yourself by asking your RTB rep. If proud of the answer, he or she will tell you. Bringing It All Together At this point you might ask what the point of an algorithm is at all. The point of this piece isn't to pick on any specific algorithm but to give color around the lunacy that says any digital media algorithm can work magic. If you‘re executing a $50,000 buy with a vendor, take some time and do the math before you decide to just leave it to people who say they have an algorithm. A good algorithm should be transparent, and the company‘s work and limitations behind it should be as well. Companies should tell you when they can improve performance and when they can‘t, when there simply isn‘t enough data. And they should be willing to give you the data if you would like to review it or make decisions yourself. If I looked like George Clooney and wanted to try to get a date, I wouldn't go out on the prowl with a bag over my head. Those who are confident in their product will show it off and answer your questions without a guarded response. Follow Jay Friedman (@jaymfriedman) and AdExchanger (@adexchanger) on Twitter. ________________________________________ 1. Dave says: September 25, 2013 at 4:03 pm Are you saying that the actual Algorithms should be shared with all the clients and agencies. Wouldn't that be giving away a recipe for success. Granted some people take advantage of this "black box" and pitch a lesser product that ultimately will not perform. If your product is sound and Algorithm is finding users better than its competitors showing back end analytics should be enough. Im wondering what do you define as transparency with in an Algorithm? Reply o Jay Friedman says: September 30, 2013 at 10:51 am A company promoting its algorithm as its secret sauce should explain to the client and agency exactly what the algorithm does that makes it so amazing. In simple terms. They don't have to give away the exact equation, but they should show what it's doing and what it's optimizing to (beyond "conversions" so the person spending the money knows what it's getting. Reply 2. Dave Williams says: September 27, 2013 at 7:26 am The problem with algorithms in the advertising industry is that 99.99% of marketing people don't know what an algorithm is other than it sounds interesting. Plus, the algorithms can't be very sophisticated as they have to make extremely fast decisions with way too much data to work from, so mostly they have to be dumbed down to be able to deliver an ad fast enough for the available inventory, and the algorithms are not even customized to the advertiser but for the network. So, if you are working from multiple networks, using multiple algorithms, it is all just a big data cluster that offers very limited value, but it sounds cool to say you have data sciences and algorithms, blah, blah, blah. The advertising industry in general doesn't even understand big data or what to do with it yet, especially the 20 year old media buyers that studied advertising and history in college, or the 40 year old marketing execs that learned how to use spreadsheets from Lotus1,2,3. The industry has so far to come and this is just another one of those industry buzz words that means nothing to 99.99% of the industry. Reply 3. Aditya Singh says: September 30, 2013 at 2:47 pm You can never actually "calculate" a bid in 100 milliseconds. All you can do is to have a feedback loop which calculates ever x hours and sends the results to all the bidders. Reply 4. Rob Leathern says: October 1, 2013 at 9:57 am Black boxes work great, until they don't. Nobody cares about your algorithms, they just want stuff to work. This is part of why some providers have chosen just to be ad networks and not tech providers - a lot of the market just isn't ready to manage algorithms vs. campaigns. It's changing, but not as fast as some would like, or have you believe. Reply 5. Tom Shields says: October 1, 2013 at 6:32 pm Great analysis. Your sample size challenges are just like the ones Yieldex had to solve for premium publisher forecasting. One tidbit, for example: you mention 3.6b possible combinations, but in fact in a given day there can't be more combinations than impressions. And in our research, for a typical 1 billion impressions, there are only about 100 million actual combinations. This helps narrow the problem - but it's still a pretty tough one. Thanks for the article. -tsReply 6. David Dowhan says: October 2, 2013 at 11:39 am I'm with you on this one, Rob. No one cares about the algorithms - they are a means to an end. That end should be the KPI's of our clients - business metrics, not digital metrics. Any explanation of an algorithm should relate back to the client. Unless we answer the question: "What's in it for the customer?", we are not really opening up the black box. Ad- Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 69
  • 70. tech blather about maximizing bid price yield spreads or the number of calculations per ms might make us feel smarter, but it's not really demystifying the black box. We need to articulate how our solution works - in plain English - and why this will help solve a specific business problem for our customer. Are you getting me more customers? More profitable customers? Lowering my costs? Then we need to prove it through empirical testing and measurement. Today I think far too much time/energy is invested in developing and marketing super-cool algorithms and too little time invested in exactly how are going to validate and measure the outputs - in terms of the business KPI's that our clients care about: customers, profits, cost et cetera. Reply o Jay Friedman says: October 3, 2013 at 10:24 am Rob and DavidTo start, I'm in agreement with both of you on your overall point. The issue, though, is that media buyers absolutely get swept up by algorithm talk. Companies that have built themselves on black box algorithms - and not just recent companies - have secured a tremendous amount of revenue through this exact strategy. "Buy us because the machine is brilliant and no one else has the math we do." If I'm a CMO and my agency is spending significant money with folks like this, ESPECIALLY if my agency is still determining conversions on a last-ad-seen or last click basis, I care a great deal. Algos that win the last seen/click game aren't benefiting anyone but themselves. In those rare instances where a marketer has a full attribution program in place, I agree KPIs are all that count. But buyers still need to make a decision on who to test. Hopefully when they read this and comments like yours buyers will dig deeper and push harder to be presented with real, understandable value before they spend their money. Reply 7. shreerang shastri says: October 10, 2013 at 12:48 pm Its not the algorithm, its the data and its quality. Couldnt agree more on the last sentence which applies to all products. Great article. Reply 8. Greg M says: October 16, 2013 at 4:14 am You bring up the very valid issue of impression size, but you seemed to brush over the idea of the amount of conversions. What did the statisticians have to say about the number of conversions necessary for the algorithm to make statistically significant determinations? If you ask them, they will tell you that only a modest amount are needed to look at some of the "base" metrics, such as Exchange, or dayparting. Even having the algorithm weigh these two metrics when bidding is worth it. Imagine trying to manage a campaign with a strategy for every one of the permutation of those two elements? You bring up the news website analogy, which I believe somewhat misleading. You make the point that there may be some dayparts during which that site will not convert. However, that does not discount the fact that we should outperform the average by simply focusing on that website. Surely there will be waste if we do win impressions during times which do not perform. However on the whole, statistically, we should still outperform the alternative. We are playing a game of dice- looking for statistical arbitrage and not deterministic arbitrage. You are simply throwing out the baby with the bathwater by dismissing algorithms for not being able to make a statistically significant determination on every permutation of an impression possible. In the end, it still beats some planner that pushes money to some publisher because that publisher took them out to dinner. You forgot that often the most faulty, biased algorithms are the ones that sit within our minds. Reply 9. Jeff Hirsch says: October 22, 2013 at 6:30 am Jay An important variable to add to your math equation, and this one wreaks havoc on sample conversations and any absolutes about algorithims- the creative. All the math you have done is only relevant if the creative stays exactly the same. One change in a creative element and the equation building needs to start over. Getting an appropriate sample size to make 100% carbon based decisions is just a tough nut to crack. Most digital ads are unseen LONDON: Some 54% of online ads are not seen by their intended recipients, but optimisation can deliver a 50% uplift in viewability, an industry specialist has argued. Infectious Media, a real-time advertising business, collected data from campaigns it delivered across sites in France, Germany and the UK earlier this year and produced an infographic to highlight its findings. "With a move to marketers only paying for adverts that are seen, this infographic highlights a sea of change in online advertising," said Attila Jakab, Client Services Director at Infectious Media. In all, seven key reasons were spelled out for ads not being seen. These included ads loading out of view with users not scrolling, not loading in time, plug-ins not being supported, fraudulent practices, ad blockers, tab switching and non-fraudulent bots. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 70
  • 71. Fold position was identified as a key predictor of viewability, with 49% of viewable ads appearing above the fold and 30% below. The subsequent performance of an ad was tied to exposure rather than frequency, said Infectious Media. The report further noted that the duration of impressions was highly variable and suggested that exposure capping was an effective way to drive performance while at the same time ensuring that audiences did not become exhausted by an ad. Marketers should also favour inventory with higher viewability rates as this too delivered a better campaign performance, with the 50% uplift in views already mentioned and an increased likelihood that viewers will take action by clicking through. "Brand marketers are able to use this approach to safeguard the quality of their advertising inventory, whilst performance marketers can benefit from the increased response that is triggered by more viewable advertising," Jakab said. The debate around the viewability of ads was further complicated recently when Sticky, a company that uses webcams to track users' eye movements as part of its research, claimed that just 14% of ads were actually seen, compared to the 46% that were viewable. Data sourced from Infectious Media, MediaPost; additional content by Warc staff, 1 November 2013 Ad-tech eco-system confuses marketers NEW YORK: Marketers are struggling to keep on top of advertising technology as the sector is evolving so quickly, with some brands using up to 40 ad-tech agencies in the course of a year. The multiplicity of firms is such that investment-banking firm Luma Partners, which specialises in this area, has created charts – 'Lumascapes' – which map ten key sectors of digital media and show around 3,000 companies operating here. It is a world which chief executive Terence Kawaja described to the Wall Street Journal as "Lumascape Whack-AMole, meaning one company gets bought and another pops up". The experience of JetBlue Airways was instructive, as the paper listed the various businesses it had engaged for its digital advertising, including firms that specialize in geo-targeting, social-analytics and listening firms, dynamic-adserving companies, demand-side platforms and a mobile-analytics company. Even when firms offer the same service, they are often doing it for different kinds of media, such as mobile or social. One JetBlue campaign required five ad-tech firms. Two ad networks specialised in video, with each representing different websites and using different targeting technologies, two firms specialised in targeting ads on social-media sites, and a mobile ad network added voice-recognition technology to mobile banner ads. "I am flooded by [ad-tech companies that] are coming in and saying here is the great new thing," said Marty St. George, JetBlue's senior vice president of marketing. But he recognised that his customers were using digital media and it was his job "to figure out what tools will help me interact with them". Digiday argued that much of the confusion had been caused by the vendors themselves, with many not differentiating their offerings and too many selling essentially the same thing. One consequence was that agency buyers often ended up simply spending their budgets with those firms and individual sales persons with whom they already had a relationship. Several new services have emerged, however, to help the likes of St George. They are aiming to become one-stop databases of marketing technology firms, with customer ratings and reviews to help the unwary agency or advertiser pick their way through the minefield. Examples include Digital Media Review, Kite and plzADvize. Data sourced from Wall Street Journal, Digiday; additional content by Warc staff, 15 November 2 http://www.lumapartners.com/resource-center/lumascapes-2/ 013 Digital marketing is "almost dead" COLOGNE: Marc Pritchard, Procter & Gamble's global brand building officer, believes the digital marketing era is "almost over", arguing that marketers should instead now be thinking simply in terms of brand building. Speaking at Dmexco, the Digital Marketing Exposition & Conference, he urged marketers, in comments reported by The Drum, to stop considering digital in terms of platforms and technology. "We [Procter & Gamble] try and see it for what it is, which is a tool for engaging people with fresh, creative campaigns," he said, adding: "The era of digital marketing is over. It's almost dead. It's now just brand building. It's what we do." The changing attitude now developing within P&G was, Pritchard noted, "freeing up our minds on building creative ideas that come to life through the mediums that we engage with every single day", including search, social, mobile, PR and TV. Describing the company's strategy as "digital back", Pritchard explained how the best agencies now started campaigns in the digital world and then built back into the rest of the marketing mix. As an example of how P&G had done this he cited a German campaign for a Braun electric shaver. At first ads ran online only and exceeded sales targets by factor of eight before a TV ad was aired. "This wasn't the digital component of the campaign," Pritchard added. "It was the campaign." Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 71
  • 72. He argued that digital technology enabled brands to reach people and capture consumer imaginations in new ways, "but we can only do that if we have this one component that has been a constant since the beginning of brand building: an idea". Great ideas, powered by insights, mattered now more than ever, he said, while cautioning that "brand insight shouldn't be something you change with every new campaign". Pritchard's comments are reflected in the set-up for Warc's new case study competition: the Warc Prize for Social Strategy. The $10,000 prize is broader than a specific social media competition; it looks for 'social ideas' that use any platform. Entrants to the Prize should show how they have driven social effects (conversation, sharing, participation or advocacy), and broader busines results. Data sourced from The Drum; additional content by Warc staff, 20 September 2013 Three-screen use grows among affluent AMSTERDAM: More than a quarter of affluent Europeans are three-screen users, embracing tablets, smartphones and PCs to access media content, according to new research, but they are not abandoning more traditional media formats. The EMS Deep Dive, from Ipsos, interviewed 1,074 respondents from the top 13% of main income earners across the UK, France, Germany and Italy. It found that 27% of affluent individuals are not consuming less traditional media, but more media overall on tablets and smartphones. Two other trend-setting groups were also identified. Connected TV users made up just 12% of affluent individuals, and they did not actually use the TV screen as an internet device but simply used their smart TVs to watch more TV. Heavy social media users accounted for 21% of affluent individuals, and spent an average of 2 hours and 8 minutes daily on sites such as Facebook, Google+, LinkedIn and Twitter. The three-screeners made a lot of use of PCs, laptops and smartphones during the day, but switched from PC or laptop to tablet in the evening. They were also more likely than affluent consumers generally to watch television. Overall, affluent consumers spent very little time watching television on devices other than the main household TV set, which accounted for 94% of daily viewing. On a typical weekday they viewed 108 minutes on the main set, but spent just five minutes on a laptop watching television programming and one minute each on a smartphone and tablet. At weekends, the main TV set gained an extra half hour, when 139 minutes were spent on it; other devices changed little, if at all. Laptop viewing amounted to six minutes, tablets two minutes and smartphones remained on one minute. This group also retains an attachment to print, with two thirds of weekday reading of newspapers and magazines done on hard copy, while at weekends the proportion rose to almost three quarters. Considering international print brands, the survey found that these were, on average, more reached by other platforms than the traditional printed edition. Digital media devices added 1.2% to the monthly reach of the printed publication, while website and app, via any device, added another 3.5%. International TV brands, however, still reached their audience via the main TV set (12.4%), although audiences were increasingly using devices, such as the laptop or PC (6.4%). The survey also revealed that the UK leads Europe in its adoption and usage of digital devices, with 80% of affluent consumers using smartphones and 47% using tablets, compared with the regional averages of 63% and 34% respectively. Data sourced from Ipsos; additional content by Warc staff, 20 September 2013 Brand journalism: Brand narrative Authors: Dayna Dion Source: Admap: September 2013 Summary This article advises on how brands can use original content to claim ownership of an information space, using examples from the US and UK. Brand journalism is the practice of publishing content that delivers information of value. Such content can enhance the reputation of the brand as a leader in its field. The article advises of ways in which brands can maximise the opportunity brand journalism represents and emphasises the need to be transparent about the origin of the content. There is additional value in publishing content alongside more independent editorial content. Dayna DionOgilvy & Mather Brands need to embrace brand journalism and own the information space around their products while daring to be brave with their storytelling, as companies such as Ford and Domino's Pizza have demonstrated. Brand journalism continues to make headlines. In the past year, it has been dubbed 'the new PR', 'one of the most innovative forms of content marketing', and 'an advertising trend destined to shake up 100 years of journalism'. But the concept remains somewhat elusive, despite the term being coined nearly a decade ago by former McDonald's CMO, Larry Light. Brand journalism has been used synonymously with corporate reporting, non-fiction advertising, real-time marketing and public relations, all of which connote very different things about what it is and how it's practiced. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 72
  • 73. 'Realtime marketing' would suggest setting up a CNN-style, 24-hour newsroom. 'Corporate reporting' sounds like it involves some kind of audit. Non-fiction advertising simply suggests telling the truth, and isn't that what brands are supposed to do anyway? It's no wonder 'brand journalism' elicits head scratches, even from marketing folk. Brand journalism is, quite simply, content that delivers information of value. Advertising aims to sell products and services. The goal of brand journalism is to own the information space around a brand's products or services, exposing a point of view – and bias – in the process. In this way, brand journalism is a product unto itself, just as editorial content has always been. Brand journalism stories are ultimately human-interest stories that relate to a brand and the industry in which it competes. They star people versus products. They steer clear of features and benefits, buzzwords and jargon. A brand journalist starts by asking what people want to know about a brand's industry or area of expertise, not what a brand wants to tell consumers about its products. This is what people want more of from brands. An Ogilvy and Microsoft study of more than 10,000 of the most digitally connected, socially influential consumers on the planet, revealed what characterises 'in tune' versus 'out of touch' brands. Being an in-tune brand isn't having the most likes on Facebook or followers on Twitter. And it's not fluff and frivolity, fun and games. What people want more of from brands in the digital domain and beyond is thoughtfully curated, contextually relevant content. Content that adds value to their experience with a brand's products or services and to their lives. People want brands to act more like publishers and less like advertisers. IBM realised the value of publishing content and owning an information space related to its industry with its awardwinning Smarter Planet work. Microsoft, Dell, Merrill Lynch and a host of other brands publish original content on Forbes.com, alongside Forbes' own editorial content. The brand-produced content, clearly labelled as such, often trumps the editorial content, making the Forbes.com 'Most Popular' lists. But then there are the horror stories – cases of brand journalism gone horribly wrong, like the partnership between The Atlantic and the Church of Scientology. Gawker and more than a few others called out The Atlantic this year for "publishing bizarre, blatant Scientology propaganda as 'sponsored content'.'' Essentially, it ran sponsored content from the Church of Scientology that was indistinguishable from its regular content. The Atlantic extended an apology, but the incident illuminated how transparent sponsored content needs to be. The fact is, there isn't a 'how to' guide for brand journalism, but after talking with dozens on both the brand and journalism sides of the fence, a consensus is emerging around best practices. Claim and own an information space Brands can't pretend to be objective and shouldn't try to replicate the role of news organisations. A brand's content should be reinforcing its point of view, while providing information of real value to its audience. A brand that regularly sponsors, produces or curates content related to its offering and relevant to its audience builds a long-running display of expertise that translates into brand credibility and, ultimately, preference. GE claimed ownership of the sustainable innovation space with ecomagination.com and cemented its reputation as an environmental leader in the process. DuPont sponsored the award-winning Horizons TV series, produced by BBC World News. The series covered the people and organisations revolutionising our world and reinforced DuPont's expertise on the scientific advancements fuelling marketplace growth. Think in terms of beats, not brands Claiming ownership of an information space requires understanding and agency teams are often so mired in a client's day-to-day business they fail to step back, see a bigger picture and connect dots. They're experts in brand benefits and category landscapes, but not in the information space surrounding them – the broader cultural landscape. Getting immersed in the information space surrounding a brand and the category in which it competes, requires a different kind of resource allocation. In the same way a news organisation assigns reporters a beat like politics, education or the arts, agencies should assign people topics relevant to their clients' industries and audiences. This doesn't mean paying someone to play a roving reporter and cover industry related news round the clock. Often it's simply a matter of allocating 25% of someone's time to being curious and staying smart – excavating the industry intelligence and interesting stories languishing in agency and client archives or getting resourceful and arranging informational interviews with experts on topics of interest to clients and their audiences. The people best poised for this role are typically planners or 'hybrids' – people with a blend of marketing and publishing expertise, a marketer's business sense and an editor's eye. Good hybrids are often found in the expanding pool of freelance or former technology, financial or business reporters. Clients can also 'work a beat' and participate in the process of finding and developing stories to own the information space surrounding their brands. In fact, clients are often best poised to identify the interesting characters and narratives within their organisations that could make for compelling content. Boeing could have written a press release about its new unmanned aircraft. Instead, it told its innovation story from a human interest angle, through the lens of one of its test pilots whose lifelong dream of flying an experimental aircraft came true when he flew the Boeing X-48. Embrace 'bad news' Clients often shy away from sharing stories that might reveal their brands' deep, dark secrets and make them vulnerable. But these are often the stories that hold the most power to change perceptions. Everyone loves a phoenix rising from the ashes. Domino's The Pizza Turnaround documentary opens with a montage of consumer complaints about Domino's pizza, pulled straight from focus group videos and online reviews. 'The crust seemed a bit lacking', 'mass-produced, boring, bland pizza', and 'Domino's pizza crust is like cardboard', were among the criticisms Domino's openly aired. The video continues with Domino's President, Patrick Doyle, admitting: "There comes a time when you know you've got to make a change," and goes on to reveal Domino's employees working on a new pizza recipe. The effort reportedly resulted in double-digit sales growth. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 73
  • 74. McDonald's also placed a bet on airing its 'dirty laundry' – acknowledging and challenging the scepticism about the quality of its burgers, fries and nuggets. The brand invited a group of mothers to become its Quality Correspondents and go on a behindthe- scenes tour of its suppliers' facilities to see exactly what its fries, McMuffins and other kidcraved, mum-loathed menu items were made of. McDonald's filmed the mothers as they toured the facilities and reacted to what they saw. The mums also blogged about their experience, commenting on how surprised they were that McDonald's uses real eggs, among other actual food products, building the brand's credibility in the process. Ford's Bold Moves campaign is another example. The brand was on the brink of bankruptcy when it decided to peel back its corporate curtain and invite consumers to its boardroom table through a documentary chronicling its turnaround effort. In each of these cases, brands made themselves vulnerable enough to be relatable, and forgiven for their sins. And they were open to open-endedness – telling a story as it unfolded versus scripting and staging it. This level of openness tends to scare marketers, but should be embraced as a journalistic storytelling technique that humanises brands and adds to their credibility. Have a content distribution strategy If you build it, they probably won't come. Brands can produce brilliant content and then simply slap it up on their website versus thinking about where it will be most contextually relevant. They stop short of developing a content distribution strategy, which isn't the same as a media plan. An increasing number of publishers are offering platforms that allow brand-sponsored or commissioned content to live alongside editorial content produced by independent news organisations. Forbes' AdVoice platform, recently renamed BrandVoice, is one of them. The platform enables brands to use the same publishing tools Forbes does 'to create, curate and distribute their expert content in a credible news environment'. BuzzFeed, The Huffington Post and Gawker also provide brands with platforms for sponsoring or publishing their own content. Ultimately, brands are better placed than ever to produce credible content that lives alongside, competes with, and is consumed like editorial content. A beleaguered publishing industry has left gaping holes in coverage of topics of interest to brands' audiences. And what brands' audiences want is information of value. Content, not advertising. About the Author Dayna Dion is a journalist and cultural strategy director at Ogilvy & Mather in Chicago, where she has developed brand strategies for a variety of organisations, including Dove and The Olympic Bid Committee. dayna.dion@ogilvy.com 5 PPC Iterations You Ignore at Your Peril Andrew Goodman | October 4, 2013 Monty Python dropped a cookie in 1979, so unfortunately, I have to give them 100% credit for the all-important nugget of wisdom, "Blessed are the cheesemakers." A trade publication has no hope of matching that, but here's our prosaic rule of thumb: "Wealthy are the iterators." Now I don't want to tell you how to do your job... but, as always, the benign-seeming outer veneer of a range of alluring PPC features weighs heavily on my mind. For the novice, "just set that up" is an enticing siren song. But it ultimately proves elusive. Unless... It used to be that all I had to worry about was the simple ad group and what it could do to your profits if not watched, tended, and relentlessly refined. There is nothing worse you can do than to think you can set up a number of reasonably targeted ad groups, and forget them. Even the single rookie mistake of going with all broad match types can knock your ROI down by 80% or more. There are many new opportunities in PPC platforms today. Along with creating multiple avenues for success, the current landscape also multiplies the risk of landing in the poorhouse due to (perhaps unwitting) laxity. Whenever you set something up, you always, always need to go back and check to see how it's working. Perhaps less obviously, skilled account managers must always be coming up with original new ideas to refine the gardenvariety approaches that seem to prevail, by default, in our industry. In a way, this amounts to a productive (as opposed to accusatory) form of second-guessing; not so different from chess, or drawing up football plays against a smart opponent. "If I set it up this way, what could go wrong? What is the modified version of the garden-variety play, one that avoids the drawbacks of the play while retaining its advantages?" Here are five typical PPC tactics and some suggestions on how you'll have to iterate once you get them running. 1. Basic Ad Group Setup As accounts grow, so does the number of ad groups. This is probably one of the most basic iterations in the PPC world, but in about half the accounts I've audited over the years, a lack of follow-up after ad group creation is a chronic problem. Sure, you can partially cover this off by automating to catch the worst-performing segments, such as lowreturn keywords. But that doesn't mean all is well inside the ad groups. Lower-volume keywords could be creating a low-level drain on funds across many such ad groups, and that adds up. (In a previous column, I referred to such ad groups as ticking time bombs. Eventually, they'll show up on your radar, but why waste money unnecessarily in the meantime?) In following up and looking what is going on inside the ad group, consumer behavior patterns may become evident to someone familiar with that environment. While you're scanning the keywords, why not have a look at the ads? Two percent of advertisers may use pure automation for such tasks. The rest will be curious enough to look at the tests to Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 74
  • 75. gain a sense of - at the very least - the most ludicrous ad creative ideas (as measured by anemic response out of the gate) so that they can be killed sooner. 2. Display Network Adventures Fewer and fewer advertisers today allow themselves to lurch into the default campaign setting that spends 90% of the budget on automatic placements in the display network, when they assumed they were merely setting up a search campaign. Yet some of us - in industries where automatic placements are actually working well, given the right keyword inputs - would be well-advised to keep an open mind about the Google Display Network (GDN). We might even be willing to relax our CPA targets if we can demonstrate a lift on secondary metrics, and if the price is right. Assuming that positive mindset, it's as easy today as it was in 2006 to just let Google pick your pocket with sudden intrusions by inappropriate publisher partners (or odd Google-owned placements you wouldn't have chosen). It's not always all-or-nothing. Don't fear display to the extent of avoiding it entirely. Exclude the placements you don't want, and keep on advertising. Whether or not you use automation to detect unusual volume spikes, or prefer a manual approach, keep on checking the stats broken down by placement. 3. SiteLinks Extension SiteLinks can be helpful for a variety of reasons. They might indirectly boost Quality Score, they can send signals of trust, and they can help you crowd out competitors and organic SERP's by taking up more screen real estate. So you've got a number of SiteLinks set up at the campaign level, but lately your performance seems to be dropping off. What's up? It could be that competitors are taking advantage of the more granular opportunity provided by ad group level SiteLinks. You could be showing SiteLinks that look too generic, when you should be displaying multiple sublistings in a product category. Look into it. 4. RLSA Remarketing Lists for Search Ads (RLSA) remains a little-known tactic. There should be limited downside risk to showing your ads against certain search keywords - in Google Search - restricted to a narrow audience (one of your Remarketing lists or Custom Combinations). Instead of a very large reach of millions of potential searchers, you're typically reaching only thousands or tens of thousands of your previous site visitors, who must then subsequently come back to Google and search for a keyword you're bidding on in the RLSA campaign. It could be low volume, but otherwise, great, right? Not if you get the bid "method" wrong during setup. It seems that there are two settings - Bid Only and Target and Bid. Could it be any fuzzier which setting will do what? Anyway, Bid Only doesn't appear to restrict your audience to the chosen remarketing lists. We get conflicting input from Google reps as to whether this is a bug or a feature. Anyway, check back often once you set up your RLSA ad groups. If you get a flood of traffic, unless your name is Wikipedia and your "audience" is 400 million people, it's safe to say that's too much. Something around a trickle or just above that is to be expected, with (good luck here) strong conversion rates, usually. 5. Dynamic Search Ads This is an exotic Google technology that scans your site and account and tries to round out your keyword strategy by focusing on the elusive long tail of queries that would be too cumbersome for you to discover on your own. It's an odd bird in a number of ways. A black box, when it comes to what keywords are being targeted (though you can look at the Search Query Report to understand query volume and performance). With no information on keywords, one is tempted to ask whether this is a strange Quality-Score-exempt zone despite being part of AdWords, much as Gibraltar has a special tax system. Certainly, you'd find yourself in hot water if you ran a similar "nebulous intent, broad brush, machine-learning mission" keyword campaign on your own. But that's neither here nor there. There are two key points to keep in mind if you set up - or allow a Google rep to set up - Dynamic Search Ads. First, if you enable this with Conversion Optimizer (automated black box CPA bidding) or a particularly high bid in line with other bids in the account, you'll likely be cannibalizing other parts of the account. Instead, bid conventionally, and low. Second, you need to keep checking the Search Query Report to ensure that the technology isn't sending you lots of traffic on queries that - while plausible on the surface - simply aren't appropriate for your business. It's a judgment call, and my experience suggests that Google's claims that the technology will adjust to weed out nonconverters are somewhat valid. Don't overtighten, but do negative out the most glaring mistakes. Depending on the size of the account, you may eventually have hundreds or even thousands of negative keywords keeping that campaign in check. Go Forward with Confidence... Just Not Too Much Of It You're confident, and you're good. Sure. But don't forget: behind the scenes, the great ones are building their superior track records on a regime of nervously second-guessing their own initial buildouts. Of course, there is such a thing as dysfunctional second-guessing. You should be confident in the overall direction you've set, firm in your strategy and in your understanding of how the PPC auction works. But at the same time, as soon as you start anything new, it's time to be mindful of that inevitable little wrinkle that can hamper the effort. Think twice, tweak, and prosper. 2013: The Year of the Touchscreen PC Joe Apprendi | February 18, 2013 Whether at rest or in motion; whether a tablet or smartphone; these "mobile" devices can behave much like our trusty desktop and journeyman notebook. There is an overemphasis on the usage differences, rather than the commonality across all these devices in terms of content consumption and user activity, perhaps with one major difference in mind: a touchscreen vs. point-and-click content and ad environment. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 75
  • 76. It's easy to see how the landscape got so fragmented. There are smartphones, which allow for connectivity on the road; there are tablets, which allow users to access the Internet and carry out many standard PC functions without being tied to a desk at home; and there are connected TVs that let viewers pipe in content from online services such as Netflix and Hulu to their big screen. These devices all have a specific niche and are used in different ways, but as an advertising opportunity there is a common thread, whether in-app or in-browser: the ability to deliver an ad experience personalized and impactful using multi-screen audience intelligence. It's particularly easy to get distracted by the tablet. Its main additions to the PC experience are increased portability, apps, and touchscreen functionality. But these are mostly usability tweaks, not material behavioral changes. The core PC experience remains more or less intact, with the main difference being that users can now touch their selections rather than simply point and click. To surround your audience with an immersive, coordinated ad experience, no matter what the device, marketers must embrace the "touchscreen" opportunity for ads, just as app creators have. This is thinking "touchscreen" first, not necessarily "mobile" first. According to a study conducted by the Interactive Advertising Bureau and ABI Research, ads that appear on touchscreen devices have some of the highest engagement levels in the digital space, with 47 percent of tablet users and 25 percent of smartphone users saying they engage with ads more than once a week. In short, to connect the entire "PC" advertising landscape with a data-driven, connected plan vs. a disconnected, siloed approach, brands must dynamically identify device and touchscreen functionality and deliver the optimized creative experience, but with the knowledge and application of ad activity and audience engagement across all digital devices. "Touchability" should take center stage for marketers - not only where thumbs and fingers naturally rest on these devices, but how to inspire people to engage with your creative in this personal way in point-and-click screens. This requires a change in thinking in creative design and technology to detect and dynamically deliver across the entire multi-screen landscape. In and of itself, the touchscreen engenders a much closer bond between consumers and advertisers than standard point-and-click interactions. It is up to advertisers to encourage this engagement on their end of the conversation. While many called 2012 the "year of the tablet," and many more are doing the same for 2013, such a view misses the point. Instead, we need to broaden the definition of a PC to include everything from the connected TV in the living room to the smartphone in your pocket. Advertisers already know that touchscreen technology is good for business, increasing interactivity and drawing viewers into the online advertising experience. Luckily, these benefits will not require advertisers to relearn their entire trade, just broaden their definition of display advertising and the personalization of the creative experience across devices. Big Data vs. Better Data: Marketing Beyond Hunting & Gathering Dana Hayes Jr. | October 9, 2013 Thanks to data, marketing is changing for the better. Data driven marketing has expanded the opportunity for all marketers (especially cross-channel marketers) to improve results by leveraging "people data." While it's true that marketers can know, learn and do more with data, just possessing it is not enough. Not all data is good. Not all data is useful. Not all insights drive value. There are a couple of institutional distractions in this new age that have almost become obsessions and these pre-occupations are standing in our way. As an industry, we must address these before we can fully embrace and achieve the new promise. Our Problematic Focus on Gathering Data Companies of all sizes share a certain habit of going through the motions when it comes to data. From the mid-size marketer to the major enterprise, many marketers have suited up the department to capture CRM, website analytics, third-party media campaign data, as well as any number of other data layers. They call this amalgamation Big Data. However, it practically stops at the point of capture and is anything but big when it comes to business impact (unless your business likes a big mess). Just because you gather it, doesn't mean that you have figured out its strategic application. Data Remains in Disconnected Silos Today, data sits in disconnected silos and it is hard to gain insights across an organization. As a consumer, have you ever bought a product from a company only to receive a coupon for the same product days later? This is an example of disconnected silos of data. Have you ever pulled cash out of an ATM where you have banked for years and the ATM machine asks if you would prefer English or Spanish? You would think your own banking institution might know who you are. This is an example of disconnected silos of data. The online DMP was largely created as a bandaid to pull together one category of data: data that is linked to a cookie. Data management platforms gather all those cookie lists into one repository, but there is an enormous marketplace strain around cookie-based targeting. See Forrester's Wave report about how the current DMPs have not yet fulfilled the promise. A device or a cookie never bought anything, only people buy things. Installing any of the current crop of DMPs doesn't get you closer to connecting what you know about cookies and devices to what you know about people. No amount of Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 76
  • 77. clever sifting and sorting of the cookie lists and device signatures will change that fact. To connect the silos, you need to start with people data and connect from there to other forms of consumer data. All Data is Not Created Equal In order to improve, marketers must commit to using better data. A basic premise is that all data is not created equal. We need to move our means beyond demographics, or rote segmentation, to get to people who are or will soon be in the market for our products. Predicting people's intentions, or propensity modeling, is what takes you from a blind distraction with big data and into smart, better data implementation for targeted reach. It is therefore crucial to establish a means for understanding your best and most productive audiences and continually test effective combinations for achieving ROI at greater and greater scale. The bottom line is that the process needs to start at home. Marketers need to focus around ingesting disparate data sets to create insights that lead to actions against the target audience. Of course, this requires choosing the right vendors, data partners, and suppliers who can assist modeling, implementation, tracking and optimization. There Is Much More to Discover It begins with acknowledging that knowing your fixed audience segments and what they look like on paper is not enough. It's not equal to knowing everything you can know about your consumer's universe and maximizing their propensities for your brand, products and services. It begins with opening up to the possibility that there is more to discover about the audience you feel you already know. It means that there could be even more audiences to discover. This is what leads to target reach and ROI at scale. Consumers like ad messages when they are "in the moment." If we acknowledge that showing the right ad to the right person at the right time to greater and greater scale is only possible with a better use of data, through propensities, and we develop the right relationships and tools set to pursue this, the opportunity is ours to lose. The science, capability and tools are available; why wouldn't we take advantage of the insights? Driving the audience opportunity means first grasping that having a lot of data (even many layers or silos) does not make it "big." You must integrate and apply your data in a big way. Second, it means acknowledging just how possible it is to go big on audience today. There is no need to limit yourself to what you know right now about your customer or prospect audience. Better data and better uses of data ultimately unleash the power of discovery and yield big, bigger, the BIGGEST and best market results. Stop Whining About Real-Time Marketing Thu, 10 Oct 2013 11:17:56 -0400 Jeff Dachis There's been a lot of coverage of real-time marketing lately, and most of it has been pretty derisive. People are wondering if real-time marketing has lost its luster. Hill Holliday 's Mike Proulx even penned a post for this publication titled "Real-Time Marketing is Nothing but a Predatory Weed." There is a rising sentiment that real-time marketing isn't as exciting as we all initially thought. The naysayers are 100% wrong, and I'm going to explain why. Let's start by breaking down the rapid rise and quick decline of enthusiasm. As we all know, the inflection point for the real-time marketing conversation was Oreo's Tweet from the Super Bowl. The moment, the brand and the content all aligned to earn a massive response and make Oreo look awesome. Marketers began to discuss the possibility of having their own Oreo moments. But as brands have attempted to replicate that success at the Royal Wedding, Grammys and Oscars, the efforts have been ill conceived and generally lame. The reason is pretty simple: these me-too efforts are not actually real-time marketing. Brands are just inserting an ad into broad cultural conversation and hoping to catch lightning in a bottle. This doesn't mean that the critics are right and real-time marketing is dead on arrival. The trends driving real-time marketing are very real and are rooted in massive changes in human behavior that marketers need to start grappling with. At its earliest stages, this change manifested as second-screen viewing of television shows, where people tweet their friends while they watch. But it has rapidly become something else entirely: people are no longer just secondscreen viewing, they are second-screen living. Every moment in our society is accompanied by a river of real-time social activity generated by tens of millions of smartphone-wielding global citizens. This river of activity spurs the rapid emergence, and then rapid disappearance, of thousands of trends and memes on a massive scale. These trends are the focus of consumer attention at any given moment. Marketers dont need to tweet something clever during big events. They must learn how to meaningfully engage a group of targeted advocates in the conversations, topics and trends that matter to them in real time. This engagement is how brands will be built in a transformed world where a mass of communicators dominates mass communications. A true real-time marketer can find and join the conversations that matter in real time. And yes, that is hard right now. Being the first to do something new and complex is usually hard and expensive. But just because it's hard doesn't mean it's not the future. Technology will improve; the leaps in big data in just the last 12 months are astounding. Businesses will speed up decision-making. Before we know it, real-time marketing will be efficient, scalable and table stakes for pretty much all of us. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 77
  • 78. For now, brands have to start somewhere. If that means building a war room and attempting some stunt during the Grammy's, then so be it. But to all the pundits who lambast marketers for trying something new and most definitely revolutionary, please recognize that just because some early attempts at real-time marketing are weak, it doesn't mean that this isn't a massive opportunity for modern marketers to be more relevant, more engaging and to build brands in a whole new way. From achieving video virality to optimising on the customer journey: five seconds can make all the difference Authors: Lena Roland Source: Event Reports: iStrategy London, October 2013 Summary This event report covers a range of issues, discussing online video and how to make videos go viral, real-time marketing, and customer touchpoints. It is argued that there are seven key ingredients to achieving video virality, including telling a great story, hooking the audience in the first five seconds, and creating surprise. Brands should consider programmatic buying in order to identify and target the individual consumers who are most receptive to the brand message. The evolution of the cmo into a more technical-savvy role is also discussed, along with the need for experts to work together and avoid working in silos. The importance of the first five seconds is extended to websites, where it has been found that if a customer spends five seconds on a website, they are much likely to buy. From achieving video virality to optimising on the customer journey: five seconds can make all the difference Lena RolandWarc Real-time marketing, big data, online video virality, programmatic media buying and emerging markets were some of the major themes explored at this year's iStrategy digital marketing conference, organised by media company GDS International and held in London in October 2013. The two day event featured a mixture of keynotes, presentations and workshops, which aimed to offer practical advice on how to create more effective, engaging and successful marketing campaigns. Video, video everywhere Real-time marketing, big data, online video virality, programmatic media buying and emerging markets were some of the major themes explored at this year's iStrategy digital marketing conference, organised by media company GDS International and held in London in October 2013. The two day event featured a mixture of keynotes, presentations and workshops, which aimed to offer practical advice on how to create more effective, engaging and successful marketing campaigns. In his presentation, Andrea Febbraio, co-founder of Ebuzzing, a company that analyses viral video campaigns, discussed the increasing popularity of online video content for marketers. Options include Vine's 6 second microvideos, to Instagram's recent launch of a video function enabling users to send 15-second clips. Febbraio aimed to answer two questions: what makes a video go viral? And is there a science behind the viral video, or is it just a matter of luck? Febbraio offered several statistics to illustrate his own thinking on virality: • A video can be classified as viral when it achieves one million views within one week of launch • Only 1%of videos become viral • 100 hours of video are uploaded on YouTube, the world's biggest online video platform, every minute • Brand videos usually last longer than 30 seconds, therefore longer than a TV advert. This is considered branded content. The top branded videos in 2012 were over three minutes long • Emotional ads – in other words, brand videos that aim to tap into viewers' emotions rather than making product claims that aim to appeal to their rationality – are four times more likely to be shared According to Febbraio there are seven ingredients to achieving video virality: 1. TELL A GREAT STORY. The purpose of branded videos should be to ―tell a story, not sell a product," Febbraio said.. 2. Hook the audience within the FIRST FIVE SECONDS. Ebuzzing's analysis found if a viewer is still watching after 5 seconds they will continue watching the video until the end. Heineken, the beer brand, used this insight to inform its 'bikers in cinema' video. 3. Take the audience on an EMOTIONAL ROLLERCOASTER to maintain engagement. Show the audience 'what is' and 'what could be'. One example of this approach is Procter & Gamble's 'Thank You Mum' campaign Emotions are, Febbraio declared, the most important component of a viral video. 4. SURPRISE (but don't shock). Even provoking a negative emotion in the viewer can work really well, such as for environmental campaigns that incite anger or generate activism. Febbraio highlighted Guinness' 'wheelchair basketball' video to illustrate a brand that successfully utilised the element of surprise. At time of writing, this video has almost 7m views on YouTube. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 78
  • 79. 5. Identify TASTEMAKERS. Rather than use what Febbraio called the ―post and pray approach‖ savvy marketers strategically identify bloggers and influentials who can help amplify their message to give the video distribution and traction explaining that ―if content is king, distribution is queen‖. 6. THE 48 HOUR CRITICAL MASS. The first 48 hours after the video's launch are crucial – engagement and traction must be generated within this timescale for it to reach ―levels of contagion‖. 7. SIZE DOESN'T MATTER. Measuring number of views is the wrong KPI. Instead, Febbraio advised the audience to measure sharing rates instead. CMO or CIO? Along with creative strategies, corporate issues were also discussed at the iStrategy event. Jon Myers, head of performance at Marin Software, a paid search specialist, discussed how brands can utilise the ―avalanche of data‖ generated by consumers. The growing significance of this "big data" phenomenon, Myers said, will have profound effects for advertisers. Most importantly, the trend could mean that the Chief Marketing Officer's role will evolve into a more technology-savvy role. It follows that senior marketers will need to act and think more like Chief Information Officers. Myers highlighted research by analysts at Gartner, the market research firm, which found that by 2017 the CMO will spend more on IT than the CIO. Myers vision for the future of the marcomms industry includes more reliance on ―geeks‖ and perhaps more robots, stating ―an army of robots is less expensive than an army of analysts‖. Programmatic media planning & trading Next was a panel discussion about the future of media planning and trading, and why brands need to give serious consideration to new technology such as programmatic buying, in which marketers and publishers are making everlarger investments. The discussion explored if brands can get the right split between the science and art of media planning. Mary Keane-Dawson, a digital management consultant, commenced by asking if new technology such as programmatic is turning media into a commodity and, if so, what are the implications for the industry? Tim Webster, founder of the Exchange Lab, a specialist in real-time bidding – a kind of programmatic buying, said media trading is a ―whole new complex world‖ and that marketers are still trying to grasp what programmatic is, and how it works. He went on to explain that the new technology allows brands to identify who the audience is, and to evaluate everyone individually, ―it makes the person the commodity‖, so a brand owner can say 'yes, we want to target that specific person or that specific audience'. Echoing Webster's point, Katalin Spielmann, head of media at Johnson & Johnson, the FMCG firm, said that ―in today's world it is fundamental to have programmatic to capture data in real-time‖ adding that such technology enables brands to ―identify the best customer who is receptive to our message‖. Paul Randle, head of global digital at Akzo Nobel, parent company of Dulux, the paint brand, urged his colleagues to embrace programmatic buying. But, he conceded, a lack of education was a barrier to adoption of this new media buying technique and that the ―techno-babble‖ surrounding it was hindering progress. Dowds agreed stating that agencies need to empower brand owners to understand what is going on with developments in buying technology. Asked by Keane-Dawson how brands can improve their return on investment, Spielmann said that programmatic is ―just another type of media buying‖ and that it still has to ―look at efficiencies and effectiveness‖. Spielmann explained that Johnson & Johnson ―test and learn new technology‖ by trying it on a couple of their brands in a handful of markets first, rather than rolling it out globally all at once. The company then analyses how the technology is driving better ROI and optimisation. More broadly, Spielmann suggested that programmatic could be measured as an awareness driver, not just direct response. So what should brand owners interested in programmatic buying be asking their media agencies? According to Webster, marketers should want to know which technologies are going to be the right mix for their brand in the coming months, because programmatic is here to stay as an alternative to a human media sales force. Customer touchpoints 'Why the moments that matter, matter' was the theme of industry manager at Google, Harry Davies' talk. Davies discussed how brands can look at the signals they get from their customer data, and how they can get better at finding what is important within this data. Davies also identified a five second rule, but this time in a different context. Research from Google Analytics has found if a customer spends five seconds on your website they are much more likely to buy from your site. Of course, retention depends on user experience. With the five second rule in mind, Davies emphasised the importance of an efficient search experience: stating that, perhaps unsurprisingly, if a customer clicks elsewhere they are 20% more likely to purchase from another site. Meanwhile, if a search result leads to an error page, Davies suggested doing something creative with that space. When it comes to tracking the customer journey, Davies noted the industry is not so good at capturing what he called ―the stuff in the middle‖, the social mentions or 'crowd interactions'. Such mid-journey touchpoints, he said, are being ignored. Perhaps it is within this context that Google has launched its customer journey to online purchase analytics tool will help address this. The customer journey, Davies continued, is no longer about the web user experience; it is about 'touchpoint' user experience. So how can the marcomms industry organise itself for this uber-connected, multi-device world? According to Davies, planning needs 'Experience Architects'. He urged brand owners to get all experts in one room to enable them to work together, not in silos. According to Davies, planners need to really think about the context in which customers use devices and start planning around that. Real time marketing Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 79
  • 80. Real time marketing – in which brands react to news events with rapid-response ads and messages, usually through their official social media accounts – was a recurring theme throughout the day. Oliver Snoddy, head of planning at Twitter explained how brands can use real time techniques to plan 'for the moment'. Describing the micro-blogging site as ―the pulse of the planet‖, Snoddy opened with some striking statistics: • There are now 15m Twitter users in the UK • 80% of users access the site via mobile devices • 500 million tweets are sent every day Snoddy explained how two very different brands utilised real time marketing in very different ways to engage with customers during Andy Murray's Wimbledon tennis victory in June 2013. When Murray won the Wimbledon title, 3.2 million tweets were sent within 12 hours, most of these were in a 30 minute window. Morrison's, the UK supermarket responded by renaming its local Wimbledon store 'Murriwins'. Elsewhere, Adidas, the sportswear brand, ran a contest - #hitthewinner - where winners got to play Murray the day after his Wimbledon victory. Snoddy noted that savvy brands seek out these special moments and plan different scenarios in advance. As such real-time marketing may involve elements of strategic planning, not just instantaneous reaction. So how can brands plan for optimising on 'the moment'? According to Snoddy, it is the everyday moments where most opportunities exist. Twitter analytics found there is a huge volume of conversation about hunger. Clearly this presents opportunities for grocery stores, or snack brands to connect with consumers. Running is also a popular topic on Twitter, and Snoddy pointed out that when patterns emerge from the data smart brands can engage via content strategy or keyword targeting. Looking to the retail sector, Lowes the US DIY giant engaged with consumers by posting a six second video on Vine, the micro-video site owned by Twitter. The brand demonstrated how to overcome a common DIY problem hence adding value, in a sense becoming what is known as a 'brand butler', by helping simplify consumers' lives. Closer to home, NatWest, the UK bank, is also using Vine on Twitter in what Snoddy called ―a move from customer service to practical marketing‖. Brands can also capitalise on live events. One such example is this cheeky tweet from Nokia, the mobile handset brand, who's strategically timed tweet coincided with the much hyped launch of rival, Apple's, latest iPhone. It stole the limelight and has become one of the most retweeted brand tweets ever. Snoddy pointed out that brands can also optimise on 'connected moments' via connected media channels. TV is, Snoddy pointed out, more effective with Twitter and that combining the two channels delivers +95% increase in message association versus campaigns using TV alone, as well as a +58% increase in purchase intent. One such brand using Twitter and TV is premium ice-cream maker, Ben & Jerry's. The TV ad promotes its latest flavour while encouraging devoted fans to suggest new flavour ideas via the twitter hashtag #MyBenandJerrys – an example of a brand using twitter for new product development. Emerging markets = emerging opportunities On a different theme, John Grant, founder of ad agency St Luke's and author of Made With: Brands, creatives and entrepreneurs from the emerging global Interland, a new book that examines the emerging alternative to western brands. Many of the case studies Grant presented provided unique insights into the spirit and culture of emerging markets such as Turkey, Iran, Tunisia, Egypt and Dubai. Grant has observed that while western brands are 'made by', eastern brands are 'made with'. One such example is the 'Make Food, Not War' movement, started by chef, celebrity and writer, Kamal Mouzawak in Beirut, Lebanon. The idea being that despite Palestine and Israel's volatile relationship and deep divisions, they eat the same food – and are therefore united by food. Grant observed how brands in emerging markets get to ―the bone of the culture‖ which creates a sense of real authenticity. As such, brands have to get out there and meet the local people, understand their culture, and tell great stories. But how can marketers overcome the challenges of connecting with consumers in these emerging markets, for many, literally a foreign territory? Grant said the industry needs to prepare for ―endless chaos and change‖ but added this is a good thing due to the countless opportunities this presents. In summary: • Programmatic planning and buying should be considered earlier in the planning process. Marketers should start asking questions about this new technology NOW. • The customer journey is more complex, multiple devices mean multiple touchpoints. Simplify the jigsaw puzzle by getting your experts to collaborate. • Video content is increasingly important for customer service and consumer engagement. • Data is important but the power of a great story, and tapping in to emotions is what will make your brand brilliant. • Ride the waves of opportunity presented by the emerging markets. • Five seconds can make all the difference. Ideation outsourced to India MUMBAI: Indian agencies are increasingly being tasked with the creation of multi-market campaign ideas as the offshoring of marketing services among global companies moves up the value chain. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 80
  • 81. "India is a microcosm of the world," Sumanto Chattopadhyay, executive creative director at O&M South Asia, told the Business Standard. "Learning to appeal to disparate market segments and different cultural mores with a universal message becomes second nature," he added. Chattopadhyay contrasted this with the situation in the US, where advertising professionals grew up in a more homogenous society "in which a limited set of cultural cues are appreciated across the board". As a result, Indian agencies are starting to move beyond outsourced functions such as artwork and production. Industry estimates have suggested that outsourcing execution can save a global brand up to 50% of its advertising costs. Various different approaches are developing to take advantage of the wider trend towards ideation. Ogilvy Bengaluru, for example, covers account handling, planning, creative and digital functions for PC manufacturer Lenovo worldwide. The team has so far produced five main campaigns and over 10,000 individual pieces for the brand,reported Afaqs. A more collaborative model was favoured by Prasoon Joshi, executive chairman and CEO-India, and president, McCann Worldgroup, South Asia. "No two markets have the same sensibilities," he argued, as he explained how McCann and Goodby had formed an agency, Commonwealth, to service Chevrolet globally through specific hubs, with India as the lead for creative ideas for the Asian region. Geography and demographics are also important factors. "More and more multinational companies will use India as a regional hub for South East Asia due to the sheer size of the local communication needs, which far outstrips that of our neighbours," stated Satbir Singh, managing partner and chief creative officer for Havas Worldwide India. Nor is the trend restricted to international brands, as Indian brands are doing the same. Mahindra Auto, for example, outsourced the ideation for a South African SUV ad to India. Data sourced from Business Standard, Afaqs; additional content by Warc staff, 9 October 2013 Ibope incorporou Informídia e a Repucom (instituto que já atuava na Am. Latina) e agora oferece métricas que nos ajudam a avaliar propriedades de marketing esportivo. Repucom - Ibope invests in sports marketing in Brazil Empresa traz ao Brasil a joint venture IBOPE REPUCOM Nos últimos anos o mercado esportivo tem ganhado grande destaque no ambiente de negócios do Brasil, fruto de importantes fatores como a profissionalização dos clubes, interesse crescente das marcas por patrocínios e grandes eventos esportivos que acontecerão no país. Com isso, o Grupo IBOPE, multinacional brasileira que está entre os 20 maiores grupos de pesquisa do mundo, anuncia a entrada do IBOPE REPUCOM no mercado brasileiro. ―O IBOPE tem investido no segmento esportivo, primeiro com a parceria IBOPE REPUCOM em países latinoamericanos e agora oferecendo aos seus clientes no Brasil os principais indicadores utilizados pelo mercado internacional, que permitem uma visão 360º do mercado esportivo brasileiro‖, avalia Antonio Wanderley, chief marketing officer (CMO) do IBOPE Media. A joint venture entre IBOPE e REPUCOM (que integra o grupo RSMG Insights) já atuava em outros países da América Latina oferecendo métricas que orientam as decisões de marketing esportivo e, a partir segundo do semestre, passa a atuar também no Brasil. Em 2014, o IBOPE REPUCOM deverá lançar um portfólio de produtos que reunirá soluções para o monitoramento de ações em eventos esportivos, planejamento de anunciantes esportivos em mídia, estudos analíticos sobre comportamento e consumo esportivo e outros indicadores de performance que permitirão mensurar o retorno de campanhas e ações. Para consolidar sua atuação, a joint venture IBOPE REPUCOM também incorporou a empresa Informídia, que atua há 25 anos no Brasil e é especialista em planejamento e inteligência aplicada à gestão de marketing esportivo. José Colagrossi, executivo com mais de 20 anos de experiência, está à frente deste negócio. Sobre o Grupo IBOPE Criado em 13 de maio de 1942, o IBOPE é uma multinacional brasileira de capital privado e a maior empresa de pesquisa da América Latina. Atualmente, é o único grupo latino-americano a figurar no ranking das 25 maiores empresas de pesquisa do mundo (Honomichl Top 25 Global Research Organizations). O IBOPE é composto por cinco empresas: IBOPE Inteligência, IBOPE Media, IBOPE e-commerce, IBOPE Educação e IBOPE Ambiental. Também possui parceiros mundiais, como Grupo WPP, Nielsen Company, Millward Brown, Ivox, WIN, entre outros. Sobre a REPUCOM Líder mundial em análise e pesquisa de marca, a REPUCOM oferece avaliação confiável de patrocínio esportivo com alcance global e conhecimento local. Utiliza sua extensa e constantemente atualizada base de dados para oferecer ideias cruciais para a efetividade do conteúdo da marca, revelando as práticas de marketing mais eficientes para o patrocínio. A REPUCOM oferece com exclusividade uma análise baseada em evidências da marca que pode ser utilizada para medir a atividade da marca em eventos ou mensurar o desempenho de concorrentes por meio de um inventário de patrocínio. Desde 2004, a companhia se estabeleceu mundialmente como provedora de dados para as principais marcas, agências, detentores de direitos e emissoras da indústria esportiva. Como membro do grupo RSMG Insights, a REPUCOM integra uma rede global composta por 1.400 funcionários em 14 países. Utilizando Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 81
  • 82. tecnologia de ponta para avaliação de mídia, pesquisa de mercado e auditoria comercial, a RSMG Insights criou a primeira indústria global de serviço completo para pesquisa e consultoria para patrocínio. Facebook muda interface de gestão anúncios. Novas ferramentas permitirão às agências vincularem peças e campanhas a objetivos específicos, como conversão e engajamento 09 de Outubro de 2013 • 10:26 O Facebook lançou na terça-feira, 8, novas ferramentas para a criação e monitoramento de anúncios na rede social. O objetivo é agilizar o processo de compra de anúncios, tornando mais simples verificar a eficácia de campanhas na rede social em relação a metas estabelecidas. A iniciativa dá sequência ao esforço do Facebook em simplificar a publicidade na plataforma. Em junho um novo sistema otimizou as peças e passou a evitar repetições, que irritavam agências e usuários. As novas ferramentas aumentam a flexibilidade na formatação de campanhas. Anunciantes poderão escolher seu objetivo a partir de oito metas básicas: conversões, cliques na página da marca, engajamento com o post, likes, download de aplicativo, engajamento com aplicativo, acionar ofertas e movimentar eventos. De acordo com o objetivo, o Facebook recomendará os tipos de peças ou anúncios mais adequados. Como antes, o Facebook continuará direcionando para os diferentes espaços nas diferentes plataformas os anúncios que melhor se destacam naquelas posições. Agora, porém, vai fornecer instrumentos a agências que quiserem trocar a peça de lugar. A rede também atualizou seu Ads Manager Tool, que passará a vincular os resultados às metas definidas. O painel mostrará quantas vezes determinado objetivo foi cumprido, o custo por resultado e as conversões no site. Leia Mais: http://www.meioemensagem.com.br/home/midia/noticias/2013/10/09/Facebook-muda-interface-de-gestaoanuncios.ht#ixzz2hEThejbh 10 trends in Latin America Trendwatching.com Latin America is embracing technology, education and entrepreneurialism and consumers are welcoming brands as agents of social transformation. A Trendwatching.com report from its São Paulo office gives pointers to any brand operating, or planning to, in the region The consumer market is growing rapidly throughout Latin America. And one thing has been rising faster than income for consumers in South and Central America, and that's their expectations. Fuelled by rising incomes and greater access to information, the region's rapidly emerging and expanding consumer class is demanding, yet optimistic, about new brands, products and experiences. Here are 10 trends to consider when catering to these enthusiastic, yet expectant, Latin consumers. 1. E-Inclusion In the coming years, digital goods, services and data will bring more of Latin America's poor into the consumer arena thanks to reduced costs, improved access to finance and better information. Brands in the region should think about how to accelerate the process, and help customers get on the right side of the digital divide. Brazilian telecoms company TIM launched a project to empower entrepreneurs in the favelas of Rio de Janeiro. The TIM Plural Conectados web platform features 'Seu Trabalho' (Your Work), a space where users can set up a profile and find freelance work; and Seu Bolso (Your Wallet), a personal budgeting tool. As part of the project, the telecoms brand organised free workshops for registered customers to receive professional training within the favelas. 2. Sin sombrero Many of Latin America's creative business minds are turning inward for inspiration; having the confidence, curiosity and pride to explore the region's culture and history in fresh, modern ways. This is spurring a new breed of brands, products and campaigns that move beyond cultural clichés by incorporating exciting contemporary technology or design. Traditional, yet stylish; popular, but also brilliant, consumers in both Latin America and the rest of the world will lap up updates to formulaic and outdated relics (no more sombreros please). Nobrand is a Buenos Aires-based design company that creates stylish, non-clichéd products based around iconic elements of Argentinian culture, such as Maradona and Che Guevara. 3. Puerta a puerta 2.0 Direct selling remains a giant force in Latin America, with more than 10 million direct sellers and sales of over US$28 billion. Latin shoppers appreciate and trust the personal touch (especially useful for consumers entering new categories), while sellers are attracted by the promise of supplementary income. Now, this channel is adapting and accelerating with the introduction of digital technologies and proliferation of social networks. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 82
  • 83. Juv&You, a social selling platform for jewellery that launched in Brazil in October 2012, invites women to sell accessories for an average commission of 20%. Each seller has an online sales page, but is also encouraged to organise sales gatherings (similar to Tupperware parties) where they show the products in person or with a tablet. 4. Bright is beautiful Smart is the new status symbol. Historically, education hasn't been an overwhelming priority for much of the region's population, seemingly out of reach (due to the cost) and not always relevant (in day-to-day life). But now Latin consumers are re-evaluating education, with many feeling more inspired and able to invest in themselves and more confident that knowledge will result in a better future. Mexican bookstore chain Gandhi launched a campaign, Sigue Leyendo (Keep Reading), to encourage people to read more. Mexicans read less than a book a year on average, while many view foreign language films in cinemas. The book retailer installed counters in several movie theatres that displayed the number of words shown in the films' subtitles. At the end of the feature, the audience was informed that they had read the equivalent amount to a novel by a famous writer. The viewers were urged to keep reading and offered a 30% discount from the bookstore. 5. Civicsumers Filled with energy and confidence, and tired of waiting for government action, civic-minded consumers in Latin America are coming together and engaging in projects to restore the cities they inhabit. By highlighting flaws, if not initiating solutions, these 'Civicsumers' are doing what they can to improve urban life. Urbanismo en Línea is a free mobile app from Colombia that allows citizens to denounce a lack of signage, broken streetlights or sidewalks in poor condition with geotagging. Users can add photos, videos and text about the problem to an online map, and follow updates on whether it is solved. Available for 14 Colombian cities, the platform works like a game. Depending on the number of tags the user makes, and how many people report being affected by that tag, they can earn badges such as 'handyman', 'official handyman' and 'master handyman'. 6. Collectivo The high value placed on friends, family and strong personal relationships means Latin consumers are some of the most social in the world, spending 56% more time on social networks than the global average. Which explains why, in September 2012, Italian car-maker Fiat launched the new Punto in Brazil with a feature that lets drivers access their social networks while behind the wheel. Fiat Social Drive enables drivers to set up an account online and register which friends and news sources they wish to receive updates from. Messages, alerts and updates are played through the vehicle's speakers; responses can be sent through voice commands. 7. For your eyes only The luxury sphere in Latin America is changing rapidly. Alongside an explosion in traditional luxury goods (Bain forecasts Brazil's luxury market growing at 15-25% a year for the next five years), many of Latin America's most discerning shoppers are now embracing inconspicuous consumption. As the number of people with access to previously-out-of-reach goods and experiences increases, the desire to remain ahead of the crowd will mean that offering a luxury experience that is truly exclusive (and, at times, virtually private) will be a smart, if subtle, move. Brazilian luxury travel agency Matueté started to offer a US$10,000 six-day trip to Minas Gerais, departing from São Paulo, including private helicopter flights, and a private viewing of the Inhotim Institute of Contemporary Art and Botanical Garden. 8. Cojones inc. The tone of voice has changed in many Latin societies. Themes that once were pushed under the carpet, such as gay marriage or abortion, are now being openly discussed (and with passion). Faced with endless new choices, only brands that are straight-talking, that push boundaries, that say something controversial, provocative, exciting, funny, but most of all, interesting will stand out. In May 2012, Argentinian credit card company Tarjeta Naranja ran a marketing campaign called Financieramente Incorrectos (Financially Incorrect) that encouraged consumers to enjoy frivolous spending on others. Tarjeta Naranja: encouraged consumers to enjoy frivolous spending on others 9. Safety net Many consumers in the region remain fearful of issues such as urban violence and crime. Which is why consumers will embrace new technologies that help them stay safe and in touch with family or friends, wherever they are and whatever has occurred. Released in July 2012, trackTrips is a free mobile app created in Bogotá to help victims of what Colombians call 'Paseo Millonario' ('express kidnappings'). Many kidnappings occur when people get into what they believe is a taxi. Users enter the taxi's licence plate number and the estimated time of arrival. After the elapsed time, the app asks the passenger to answer a question to confirm they arrived safely. If the question is ignored, or the phone is turned off, a pre-defined group of contacts are notified with details of the taxi route. 10. Branded government Latin consumers know that governments won't be able to solve many of the region's pressing issues, which is why they will look to progressive brands to step up and become effective agents of civic and social transformation: brands that work with, and, in some cases even replace, governments. Deloitte reports that 57% of Brazilian consumers believe that it is 'totally acceptable for a business to profit from an innovation that might positively impact society' (this compares with 24% in South Korea, 34% in Singapore and 39% in the UK). In 2012, Brazilian beer brand Skol partnered the non-profit organisation Rio Eu Amo Eu Cuido (Rio I Love I Care) to improve Rio de Janeiro's beaches. It launched limited edition Skol cans and pledged to donate 100% of the profits from sales towards projects to improve amenities at the beaches. Consumers could vote online for which initiatives they wanted the money to be spent on. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 83
  • 84. Kantar Media Debuts TV Metrics Service by Wayne Friedman, Oct 8, 2013, 9:54 AM Media researcher Kantar Media is starting a new TV audience measurement service -- one that will combine key consumer-purchasing behavior. Looking to compete with Nielsen and Rentrak, Kantar Media Audience Advisor will integrate purchase and demographic data from third-party partners. Kantar can offer information based on demographics and shopping behavior. Kantar will use second-by-second data from 1 million set-top boxes, which can be projected across nearly 100 million homes of people who subscribed to cable, satellite, or telco TV program distributors. GroupM and Saatchi & Saatchi media agencies are clients that plan to use Audience Advisor. ―Audience Advisor is a natural evolution of the audience measurement work that Kantar Media began when it pioneered RPD [Return Path Data] for analysis of television viewing behavior,‖ stated George Shababb, president of Kantar Media Audiences. Kantar Media has been selling return-path data [RPD] services to clients for a number of years. Kantar Media will use third-party partners, including Experian Marketing Services, J.D. Power and Kantar Shopcom, among others. Audience Advisor will also enable advanced audience segmentation based on household-level attributes, demographics and purchase behavior. "Watching TV" photo from Shutterstock. 4 comments on "Kantar Media Debuts TV Metrics Service". 1. Darrin Stephens from McMann & Tate commented on: October 8, 2013 at 12:32 p.m. You forgot to note that Kantar and WPP are owned by the same guy. 2. Michael Massey from Clickit Digital commented on: October 8, 2013 at 3:08 p.m. Audience Advisor seems like a viable TV measurement tool. However, as of June 30 2013, revenue for Rentrak was pacing at $28.84 million and they are gaining traction daily. 3. Jon Currie from CURRIE COMMUNICATIONS, INC. commented on: October 9, 2013 at 12:12 a.m. How will it all be combined? One source? Doubt it. Demos from where? Set top box data cannot provide that? How is the purchasing linked? Is it all smoke and mirrors? Questions people, ask the questions. 4. Jeff Boehme from Kantar Media commented on: October 11, 2013 at 5:37 p.m. At Kantar Media, we‘re very excited about our new Audience Advisor offering which better defines the value of the TV audience. We‘ve already been discussing it with clients, and very much look forward to meeting all interested customers to present our products, methodology and benefits. The future of shopper marketing: 10 steps to shopper centricity Authors:Kirstie Hawkes and Richard Tolley Source:Admap: October 2013 Summary Becoming shopper-centric is a mindset, not just a realignment of budgets or a department name change: this article explains 10 key areas where brands can become more shopper-centric. This requires a well thought-out strategy within a context of change through a big idea across an organisation. Shopper marketing, when correctly executed, should build mutual equity for brands and retailers. Kirstie Hawkes and Richard Tolley Kantar Retail Becoming shopper-centric is a mindset, not just the realignment of budgets or the rebadging of sales promotion or customer marketing departments. Shopper Marketing has been on the rise for the past few years, with leading FMCG companies increasing their marketing spend at the 'first moment of truth' to try and influence the sale; to influence the 70% of decisions that are said to be made there. There is now a plethora of people focusing on the shopper, with whole departments set up and some companies now having 'shopper' represented on their operating boards. However, there are three issues that we often find. Firstly, the monies have invariably come from the traditional marketing pot and not the burgeoning trading budget. There has been little change in the conversation with the retailer over promotions, something a concentration on the shopper should afford. It is after all unassailable common ground between them both, that they can agree on and that both want to influence. Second, this switch of monies has often led to the compensatory behaviour of having consumer messages and not shopper messages at the point-of-sale. Why? Well marketing often only agrees to the switch if their ad now lives at Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 84
  • 85. the point-of-sale. It builds equity after all, doesn't it? Thirdly, just as in the big switchover in titles from Market Research to Insight, that happened within the past decade but did not instantly make everyone more insightful, this current trend is not making everyone more shopper centric… yet. So what needs to be done? We believe that you do need to embrace 'shopper' but by becoming truly shopper-centric. Becoming shopper-centric is a mindset, not just the rejigging of budgets. It is not the relabelling of sales promotion or customer marketing departments. Becoming shopper-centric requires a well thought-out strategy within a true context to change behaviour via the superb execution of a big idea, wherever it makes sense. This is what we have been preaching for many years with the consumer; to gain shopper centricity is no different and just as hard work. Real spend against shopper behavioural change for the benefit of both brand and retailer is a powerful idea and one built on what they both have in common, the shopper. It is an idea that does not need to be 'bogoffed', Shopper Marketing can actually build mutual equity and not jeopardise it. 1. Shopper is a capability We find embracing 'shopper' as a company capability and not merely setting up a Shopper Marketing department helps. Do you have the 'shopper' insights, where are they within your Integrated Planning Process? Do they influence the strategy, or only inform the executional elements? Then consideration needs to be given to whether or not you have set up your Shopper Marketing departments for success? They are becoming increasingly important; but how are they designed, are your best people inspired to take positions within them, are the required competencies clearly understood, what capabilities are within them and how do they interact with other departments, both internally and externally? All of these will come to define their success. 2. Path to purchase Along with this comes a view that one has to look at the entire path to purchase and not just the place of purchase. In our integrated marketing approach we talk of the 'moment of purchase decision', not just truth, and that it is not merely constrained to the shelf. If a mum decides on a Thursday night what to buy for her family's Friday night dinner while she is sitting on the sofa writing her shopping list and watching TV; shopper marketing expenditure and effort should not be limited to in-store touchpoints only. If the decision is in-store then exactly where is it, at the fixture or in a completely different part of the store when the shopper picks up a different product she sees first that she believes will meet her need? No longer do we live in a world where Consumer Marketers own all the out-of-store touchpoints and Shopper Marketers have responsibility only once they enter the store. 3. Winning category vision Creating an integrated growth agenda with consumer drivers of future 'real' growth, at the front of the process, is vital to guide both of the above. Each growth driver must be supported by strategic activation platforms, aligned with the company's and brand portfolio's capabilities, and from which inspiring Shopper Marketing campaign strategies can be developed. Anchoring your Shopper Marketing activations in a quantified category-driving vision will ensure alignment between both the brand and retailer, not only because the fulcrum of the process is the shopper they have in common, but also because retailers want to partner with growth-leading organisations. 4. Shopping insights We continue to be astonished by how little some companies know about their shoppers, continuing to only invest in consumer understanding and assuming this will be sufficient to incentivise purchase. Retailers, and more informed organisations, understand the motives of their shoppers on specific missions, and how these relate to their categories and brands. Are you on the list? Does your shopper consider you as an essential, or are you a special treat if she has time, and money left over at the end of her journey? Is the shopper buying for themselves, their partner, their family; does she travel by car or public transport; are her kids with her? How do all of these impact their choices? And if you have really understood your shopper in the bricksand- mortar environments, how well do you understand them when they shop online? Do you have the insight and capabilities to ensure your shopper programmes work online to deliver the optimal shopping experience and influence purchase? 5. Consumption occasions and needs Remembering the truism that 'shoppers only ever shop to fulfil the needs of a consumer' we need to understand how the shopping mission relates to the associated consumer and their needs. Who is the consumer, is it the shopper or are they buying for somebody else? How does this affect the choices they are free to make at the point of purchase? When and where will the product be consumed? It is the combination of understanding the occasions, needs and mission that ensures the activations have messages that resonate to influence the purchase, and these are delivered across the right, multiple, touchpoints. Without understanding how your campaign aligns to increased consumption, you are probably only buying short-term volume uplift. 6. Customer insight We all know that sophisticated retailers want differentiated Shopper Marketing campaigns that set them apart from their competitors; the secret is to ensure that you have the insight to develop an idea that motivates the shopper while being tailored and aligned to the Retailer's need or corporate strategy. Customer insight enables a flexing of response as shoppers have different needs and behave differently within different channels and customers. Combining this channel and customer insight with the shopper insight helps the development of differentiated campaigns that motivate changes in purchase decisions among shoppers, and are supported by retailers. 7. Campaigns not activities Shopper Marketing is marketing, and we shouldn't throw out what we have learnt from our years of consumer marketing. We know from our experience with Consumer Marketing that behaviour change takes time. Changing shopper behaviour is no different; so great Shopper Marketing requires a sustained campaign, a series of activities wrapped into one big idea, encapsulating the category drivers over a serious length of time, ideally refreshed and repeated year after year. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 85
  • 86. 8. Shopper marketing way There is a need for the company to adopt a Shopper Marketing Way that works for it, tailored to its organisational structure and relevant to its unique culture. Its bespoke Shopper Marketing Way should encapsulate a common repeatable process or toolkit to enable shopper, consumer and customer insight to be consistently, efficiently and effectively translated into shopper marketing activation strategy, then into action. Unlocking powerful insights is useless unless you have a process that consistently delivers effective executions. 9. Embedding and metrics We all know 'you get what you measure'. One has to ensure that the organisation has the will and capability to process and deliver. Why should organisations continue to invest in Shopper Marketing campaigns if they don't know what works? For each campaign clear KPIs need to be established; are we absolutely clear on whom the target shopper is and what is the shopper behaviour change that this campaign is seeking to deliver? Shopper Marketing needs to be integral but it also has to be measured and accountable. 10. Fix the basics first Inspiring shopper choice is a worthy goal but before engaging with shoppers at this level you need to enable and then frame their choice satisfactorily. Is there an appropriate category range for that channel and customer? Is the available space allocated to the appropriate segments? Is there good availability? Can shoppers find a product that meets their needs? If not work with the retailers to get this right before you try to inspire shoppers behind fabulous Shopper Marketing initiatives. About the Authors Kirstie Hawkes is director of consulting at Kantar Retail EMEA and leads the Shopper Marketing offer. Previously she spent 15 years at P&G in a variety of consumer marketing, Shopper Marketing, sustainability and commercial leadership roles. Richard Tolley is director of consulting at Kantar Retail, he has experience across FMCG, mobile start-ups, channels and markets. Previously, he has worked for Unilever, Kraft, Anchor Foods and Dairy Crest. The Millennial Male Is Not Who You Think He Is Marketers should take note By Sam ThielmanOctober 6, 2013, It‘s the best time in the world to be a millennial man, to hear baby boomers tell it—let your parents or your girlfriend pay the rent, maybe start a useless tech company, watch marketers trip over themselves trying to reach you. But talk to guys in this highly desirable demo yourself and you might discover a disenfranchised group with little disposable income, a love of niche culture and an upbeat outlook that belies the economic hand they‘ve been dealt (two-seven offsuit). They‘re not opposed to advertising, but they also love being obscure—it‘s the first generation that would starve trying to order a pizza (or deciding where to order a pizza from). Not your dream clientele? Well, get used to them—they‘re the biggest generation in history, and if you can‘t reach them, somebody else will. First, a few statistics on U.S. millennials, or Gen Y, or Those Damned Kids, depending on who you ask: Collectively, they carry $1 trillion in student loans. Only 62 percent of them have jobs, and only half of those work full-time. Median net worth among people under 35 has decreased by more than a third since 2005. Barely one-quarter of the men have bachelors‘ degrees, despite all that college debt (many didn‘t finish). More than one-third live at home with their parents—double the number from the previous generation. Jonathan, a bartender, is 28. He lives in a small town in the mountains of North Carolina—not with his parents but with several roommates—and works at a wine shop since being laid off from his bartending gig, which he loved, earlier this year. ―I do not have cable,‖ says Jonathan. ―Never have, actually. We have Netflix, we have Hulu, and we have an Apple TV that combines those.‖ What does he use them for? ―I like long-format television shows—Mad Men, House of Cards, Boardwalk Empire.‖ But how does he get Boardwalk Empire without cable? (Do you have to ask?) ―Uhh, it‘s pirated,‖ he says, embarrassed. ―I‘m so stupid about technology now, so unless it‘s recording equipment I don‘t know how to use it. I just get my roommate to download it for me.‖ The rest, he emphasizes, is ―mostly rented. I‘m pretty fiercely loyal to my local video shop as well. I rent The Newsroom from them, rent the other HBO shows and stuff.‖ Jonathan and many like him do not generally mind being marketed to, contrary to popular belief. It‘s not a question of principle—it just sometimes seems unnecessary. ―I use Netflix basically for TV shows and stuff like that, so I don‘t have to look at commercials and it‘s not edited,‖ says Steve, an itinerant DJ who‘s been on what he calls ―an eightmonth freedom journey across the country.‖ Neither he nor Jonathan has health insurance. One of the men interviewed here uses food stamps. Another works for a company in a big city that pays him half the industry average for his job. It wasn‘t supposed to be this way. One guy has an Ivy League education, another works for an entertainment conglomerate, a few have studied under top professionals in their fields. They‘ve just had a hard time finding good jobs. The reality is, these anti-millennials are coming of age during a historic moment when the gap between productivity and real hourly compensation has never been wider, according to the Bureau of Labor Statistics. Put plainly, those who can find jobs are doing more work—a lot more work—for far less money. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 86
  • 87. All pride themselves on being outliers, on having really nerdy, wonky interests that they know everything about—but which don‘t really have that much in common with the gen pop. ―I platinumed Warhawk,‖ says Steve proudly, ―which is the No. 1 hardest game on the Sony [PS3] to platinum.‖ (It‘s hard, incidentally, to ―platinum‖ any game—that is, to get every last one of the cleverly named virtual trophies for performing a stunt.) There‘s a perception among advertisers that millennials are ―digital to the core,‖ as one exec puts it. That‘s not actually the whole story—they‘re also thrifty to the core. They have to be. Steve, 31, has a hard time paying the bills and only watches cable when he‘s at a friend‘s house. He does love the movies, though. ―I like anything with a main character that has to go through some sort of awakening process,‖ he says. How many films does he see in the theater? ―I‘d say at least 10 a month.‖ Like everyone else interviewed, he loves his DVD collection. ―Cord-cutters‖ and ―cord-nevers‖ may be the bane of the cable industry, but interviewees said that problem simply boils down to math. For a household of four people, says MediaVestevp, research director David Shiffman, a full telecom package is much too expensive. ―You have cable, plus phone, plus two mobile devices—maybe a tablet. That‘s probably $450 a month,‖ Shiffman estimates. Indeed, the average cost of a cable bill is nearly double what it was in 1996. ―They don‘t have that money when they‘re making $30,000 a year and have all this student debt.‖ ―Cable is just far, far too expensive, especially for the quality of programming,‖ concurs Max, who just turned 29 and is getting his MBA at night. ―We‘d be paying a ton of money a month. I looked it up once. It was, like, unfathomable.‖ Price indexes, too, have skyrocketed. So the question becomes not simply ―How do we reach young men who don‘t have cable?‖ but also ―How important to marketers are consumers without much discretionary income?‖ For example, these guys don‘t want a new car. At all. ―They go, ‗I‘ll have to spend $500 a month?‘‖ says Shiffman. (Last year, the average monthly car payment was $550.) ―It‘s something that a lot of marketers are trying to wrap their heads around.‖ He clearly has a point. ―A $500-a-month car payment?‖ gasps Max. ―That‘s terrible. I‘d pay, like, $285, and that‘s high.‖ He pauses. ―I don‘t like seeing luxury cars advertised,‖ he says, thoughtfully. ―I don‘t know if that‘s because I‘m poor.‖ But for marketers, not seeing un-millennials as a growth opportunity is risky, in that eventually they‘re apt to turn the corner. If you don‘t market to them, someone else will. Says Shiffman: ―You can‘t ignore them. They‘re helping shape and define a lot that‘s going on. But you have to know that it‘s a long-term growth proposition. They may not be volume drivers.‖ Max says he‘s fine with cultivating brand loyalty. ―I love ads,‖ he says. ―I love marketing campaigns. I love to see what kind of demographic I‘m supposed to be in.‖ Social media callouts piss him off—the whole ―hit us up on Twitter‖ thing sounds like it‘s asking for a favor to him (which, of course, it is). Meaning the question remains how to market to this group. Viacom evp, integrated marketing Dario Spina thinks he has the answer. ―Comedy as a genre seems to be No. 1, above and beyond everything else in terms of what millennial males relate to, share and go to first,‖ he explains. ―Funny is the new rock ‘n‘ roll.‖ Ivan, a 27-year-old freelance copy editor and guitarist from Queens, remains quite serious about his rock ‘n‘ roll, but he does like the funny stuff (―Who would say they don‘t love comedy?‖), and he‘s highly engaged with media in general. Ivan is nostalgic for shows that came out before he was old enough to appreciate them. ―With Breaking Bad and Mad Men [again, on Netflix], it‘s just exposition between cliffhangers, and part of the enjoyment is sort of being a little disappointed by them and talking about their shortcomings,‖ he says. ―The Sopranos and early seasons of The Simpsons, they‘re just masterpieces.‖ Un-millennials have no illusions about what brands represent: companies that want their money. That‘s fine if you‘re providing a service, but increasingly the means of delivering ads—networks, ISPs, cable providers—all seem like annoying intermediaries who block or restrict users‘ access to the things they actually want. If un-millennial men can be said to have a single economic value beyond ethical concerns, it‘s the purity of a given transaction: How many middlemen am I greasing with this purchase? How much money is going to people who actively make my life (or someone else‘s life) worse? It‘s one reason Indiegogo and Kickstarter campaigns resonate so strongly with these guys. What separates you from the herd is not which gatekeepers you went to college with (or, more likely, which gatekeepers‘ kids), but how good you are. And it gives the consumer an opportunity to directly reward the artist. Ivan managed to raise enough dough from friends and fans for his band Sweet Fix to professionally record its first album. If that suggests that millennials themselves are the best marketers to millennials, you won‘t get any argument from Lance Fensterman, head of ReedPOP, which holds conventions like this week‘s New York Comic Con and several other anime and UFC events around the country. Niche marketing, Fensterman says, is his thing. When asked how one markets broadly to millennial men, he replies: ―We don‘t do broad. … You‘re talking about a passion, not a demographic. Parents of children under the age of 5 is a demographic; guys who like watching [UFC fighter] Anderson Silva beat the shit out of someone, that‘s a passion.‖ And yes, there‘s overlap between the two. It is possible to tap that kind of passion, especially for artists. ―I paid for the production and posting of this video with my own money,‖ proclaimed comic Louis C.K. when he posted his set Live at the Beacon Theater on his site. ―I would like to be able to post more material to the fans in this way, which makes it cheaper for the buyer and more pleasant for me.‖ Ivan says he‘s fine with ads if the value proposition is similar to the one C.K. makes. ―I am basically on board for advertising if it makes things like FM radio and television possible and free,‖ he says. ―That is a trade I am happy to make.‖ (C.K.‘s production pulled in $500,000, incidentally. By paying the requested $5 and entering an email address in exchange for the download, fans could also opt to get future communications from C.K.—or not, by clicking on the option ―No, leave me alone forever, you fat idiot.‖) Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 87
  • 88. A couple of those interviewed admit to occasional pirating, but all are embarrassed by it, and Steve and Ivan have harsh words for pirates, who, they say, helped destroy an industry they‘re trying to make it in. ―Everybody talks about the shitty contracts record companies used to give to bands,‖ Ivan says. ―Having a shitty contract is now an unattainable goal for me and many musicians that I know.‖ Meanwhile, Shiffman points to the optimism of his generation of lost bros. ―They‘re smarter, they‘re more informed,‖ he says. ―They‘re looking for brands that really understand what they‘re passionately connected to, and it‘s about a value component.‖ ―They‘ve got some challenges, but they‘re very optimistic—and you know, kudos to them,‖ Shiffman says. ―I‘m a Gen Xer. I would have been bitter.‖ Sites like AwesomenessTV driving the next industry revolution, says Brian Robbins Brian BuchananNews Limited NetworkOctober 07, 2013 8:12PM The latest showbiz news including YouTube announces its first ever music awards show, and Julie Andrews hits Disney Hall's 10th anniversary red carpet. Roselle Chen reports. THE internet is facing similar disruption as TV did 25 years ago because of the changing media habits of the young, warns leading TV producer Brian Robbins. The changes had been huge, he told a packed audience for his keynote speech at MipJunior in Cannes, France. "What's happening online today is similar to what happened on TV 25 years ago. Just as brands like MTV changed TV, new brands like AwesomenessTV will change the Net," he said. "It was in my experience, watching how my kids consumed content, that I realised there was disruption brewing," he said. "What used to take me years to develop and get on network TV now just takes two weeks. The whole window has collapsed for us." "They don't watch television any more, at least the way we used to watch television." "Windows are collapsing, and kids everywhere are demanding ever more available content. There's no doubt that online channels are revolutionising the business." Brian Robbins talking at the MipJunior conference in Cannes. Picture: Reed Midem Robbins was a key figure behind TV shows such Smallville and One Tree Hill. But he is probably still best known for playing Eric Mardian, the boy with mullet, in Head of the Class. Robbins' views started changing after he got involved with YouTube star, Fred. The next step was in 2012 when he launched AwesomenessTV, a YouTube-exclusive channel for children and teenagers. (Jeffrey Katzenberg's DreamWorks Animation bought the company in May this year.) He said he started with more than 20 shows despite being told it was a risky strategy. "We (adults) like to eat meals. Kids? They snack a lot." And you needed to "deliver what they want, when they want, and constantly refresh it". AwesomenessTV now had one million subscribers and 200 million video views, he said, with half of the view from outside the US and in turn half of that via mobile phones. And what is driving this young audience? "When you speak to kids, the No. 1 thing they want to be is famous," he said. "They don't even know for what. They just want to be famous. That's what's beautiful about YouTube." But despite all this TV was not dying. "People are watching more TV than ever before," he said. The media consumption of habits of young viewers are changing the internet, claims an industry expert. Email a friendShare on FacebookShare on TwitterShare on Google+Share on LinkedInShare on PinterestShare on Reddit Visa learns vital lessons from Latin America Authors: Stephen WhitesideSource: Event Reports: The Festival of Media LatAm, September 2013 Summary This report describes how Visa, the financial services provider, has used social media and sporting events related campaigns, including sponsorship, in Latin America. Latin America is formed of diverse and fluctuating markets which require a balance of global and localised advertising campaigns. Visa has used sporting events to create global campaigns which have then been adapted to the Latin American market, such as around the 2012 Olympic Games, in addition to local campaigns based on national sporting events. Social media has proved important to Visa for testing campaign concepts on a smaller scale before rolling them out. They argue that to maximise social media marketing content should not be intrusive, but positive for the consumer in providing humour or unique content. Visa takes a Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 88
  • 89. platform-neutral approach to social media in order to create a seamless experience for users across devices: this is especially important when creating content around sports as consumers are likely to access it on-the-go. Visa learns vital lessons from Latin America Stephen Whiteside Warc Dramatic fluctuations in consumer confidence, budget levels and – indeed – entire corporate strategies are new phenomena to many marketers across the US and Western Europe as they struggle with the fallout from the economic downturn. These trends are, by contrast, highly familiar to their counterparts in Latin America. "We're used to being a bit more frugal and a little bit more efficient, because our markets have been in crisis forever," said Adrian Farina, head of marketing, Latin America and Caribbean, at Visa, the financial services provider. "It's not a matter of whether you have a crisis, but where, in which country. There's always a crisis going on: you have a major devaluation or a major change in the regulations. So you become very, very agile [and] very frugal in how you invest your money. "When you've been in a more developed country, which for decades has only been growing, you don't get that scrutiny on every penny that you spend. So that's one thing that we've been exporting: the more frugal mindset or way to work," he added while speaking to Warc ahead of The Festival of Media LatAm, an event focused on the Latin American media industry, and taking place in Miami from September 25-27. Identifying potential openings in the face of stratified growth rates is also a perennial feature of the Latin American landscape. "Maybe one of the advantages is that it's such a vast and diverse region," said Farina. "You always have some markets that are performing better than others, but the good thing is that there's a healthy mix of stages of development. And, in particular for our business – which is electronic payments – the opportunities are still tremendous." Building Visa's brand in Latin America requires balancing its global marketing objectives and localised aims. As an illustration of this, the organisation has implemented several international campaigns, as was the case for the 2012 Olympic Games, with an effort designed to run in almost exactly the same fashion in multiple countries, joined together via an English tagline: "Go World". A Mexican video from the "Go World" campaign The day-to-day initiatives in Latin America evince a greater variety: Visa will modify campaigns employed overseas and create communications for individual markets, especially if consumer education is a priority. "We start from some global principles … but there's a lot of work that we carry at the regional and then at the local level," said Farina. Nations like Brazil and Mexico – described by Farina as "the usual suspects" – have been extremely strong for Visa in the last few years. Chile, too, has yielded consistently impressive returns. Outside such mainstays, though, Peru, Colombia and "pockets" of Central America are emerging as viable sources of both revenue and innovation. The importance of social media Social media is an example of the latter process. According to research firm comScore, the typical Latin American user dedicates 10.3 hours to these sites a month, twice the global average. This total hit 13.8 hours in Brazil, while Argentina logged 10.2 hours, slightly lagging Russia on 10.8 hours. Elsewhere, Peru secured 8.3 hours, with Mexico on 7.3 hours and Chile on 7.2 hours, and all three were in the top ten nations worldwide on this metric. Integrating social media into its wider marketing programmes is a key goal for Visa. Sponsorship is prominent in this endeavour given that the company has forged official tie-ups with events like the FIFA World Cup and Olympic Games, due to be held in Brazil in 2014 and 2016 respectively. Moreover, it sponsored the FIFA Confederations Cup in Brazil this year, and can claim a long-term affiliation with the Copa Libertadores, an annual football tournament for top clubs throughout Latin America. "We sponsor a lot of properties that are very, very dear to consumers' hearts; football, in particular, which is the biggest sport here in the region," said Farina. A football-themed Visa ad from Colombia Although social media uptake is exploding everywhere, Visa's approach has been distinctly targeted in nature. Its attempts to generate real-time content thus began outside Latin America's traditional powerhouse states. "We started to experiment a little bit with that in Colombia with very good results, and this allowed us to quickly export that to Mexico," said Farina Such is the precision of social media that Visa looked beyond Bogotá, Colombia's capital city, for the testing phase. "The first experiment in Colombia was not even in the capital city; it was in one of the secondary cities," said Farina. "That's one of the advantages of social media: you can do something at a smaller scale, experiment … and when something works, expand." To produce real-time content, the company regularly sets up "newsrooms" that stimulate and participate in online conversations. This tactic was used before the Confederations Cup and has been repeated for numerous specific matches. Incorporating members of the marketing and legal departments at Visa, as well as representatives from its media and creative agencies, these hubs utilised social listening tools to spot interesting topics and posts, often delivering relevant content between two and six minutes later. Visa Colombia celebrates the country's football team beating Ecuador "In some cases, we even had our own reporters or photographers to enrich our content with pictures taken from the venue," said Farina. This output could then be supplemented with copyrighted material available to Visa and creative its agencies had previously prepared. "Within Visa, we've been the first ones to pioneer that and try to show other regions how … to make it work," said Farina. And embracing new technology and ideas has meant many of Visa's strongest engagement scores worldwide are attributable to Latin America. Upon discussing what contributes to the success of social content, Farina warned there were no guarantees. Despite this, the best communications do seemingly share certain traits. "What works, in general, is that the content is Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 89
  • 90. relatively fresh, so it's created for things that are going on right now; so freshness, regardless of the form," he said. Authenticity and credibility have proven to be equally essential. "We are not forcing our brand out there," he continued. Similarly, rather than interrupting consumers, Visa is providing positives by making them laugh, or by distributing unique content. "That's where our access to FIFA, to some of the national teams, allows us to get inside information that they value," said Farina "We are rewarding our users." Popular social content usually exhibits common characteristics, but forecasting which material will take flight remains difficult. "It's a little bit of everything, and it's so hard to predict: that's why you need to be doing a lot of things at the same time," Farina observed. "Frankly, I've been surprised sometimes that you get this rich content or very beautiful Vine video and the engagement there is flat, and actual lines of copy that are perfectly right for the moment, and you get engagement levels through the roof." Tapping online data has, at minimum, enabled Visa to rapidly establish what is effective, and ramp up support behind those executions. "We've been able to adapt the content that we're putting into market based on that," said Farina. "In the past, it would have taken forever … it was only learned after the fact." Interpreting data is another matter, but skillsets improving in this direction. Taking a platform-neutral approach Alongside social media, wireless devices today play an increasingly significant role. Fully 91.9% of webpage visits in Latin America were drawn from PCs during March 2013, comScore found. Mobile recorded a comparative reading of 5.6%, an uptick from 1.7% year on year, figures reaching 2.2% and 0.8% for tablets. Reflecting this, Visa is pursuing a "platform neutral" stance to content marketing on social media. "It's completely seamless," said Farina. And this is crucial if Visa is to satisfactorily serve sports fans. "Especially when you are creating content around things like sports, you need to expect that most people are going to access that through mobile device, because either they're going to be in the stadium after the game, or with friends somewhere watching the game, or at a bar, in a restaurant or in their offices while at work," said Farina. "It wasn't like that at the beginning," he added. And Visa was far from alone in grappling with the shift to mobile, as even Facebook, the social network, found it hard to adjust. By enhancing its mobile capabilities, Visa is able to concentrate on producing valuable content instead of worrying about selected channels. "The platform itself is not something that we are looking at, because it is whatever you choose," said Farina. This hints at a broader evolution now in train, as empowered shoppers dictate how they view content and connect with brands. "Consumers are becoming smarter and more demanding in general," said Farina. "They question your brand: what do you stand for? What do you give them? What's the benefit Why you?" On the plus side, being more responsive is enormously beneficial for companies, despite the initial pain it can bring. "For Latin America, it is something we have to get used to ... It's happening very, very, very fast," said Farina. Warc will be covering The Festival of Media LatAm. Check our Events Report page for the latest updates on this and other major conferences around the world. How content marketing works Authors: Darika AhrensSource: Admap: October 2013 Summary Content marketing is experiencing significant budget growth, but to be effective it must be creative rather than just pushing brand messages. This article explains how content marketing works, including native advertising and sponsored content. Some brands are creating content communities to generate co-created and consumer created content, which increases engagement with the brand and its values. Content marketing should be integrated into wider campaigns and brand communications rather than considered a tactic on its own. Darika Ahrens LondonStock.com When content marketing is creative and effective, it is a valuable marketing technique for building brand value. But if your content just pushes brand messages, it's not doing its job, says Darika Ahrens of LondonStock.com. Procter & Gamble's radio shows like Guiding Light from the 1920s, followed later by its TV shows, pioneered branded content and gave us the term 'soap opera'. So if branded content has been around so long, why is content marketing today such a high-growth area for marketing spend? (Customer content spending has risen 9.2% to $43.9 billion, according to the Custom Content Council). In part, the content marketing hype has been driven by the rise of social media; running a lot of interactive profiles requires a constant stream of updated content. Likewise, in the wake of the Google Penguin, search marketers continue to evangelise content for SEO purposes. But the need for quality brand content online and offline is part of a much bigger shift in the way we do marketing. It's not about the number of channels using content so much as the way brands need to approach marketing. P&G Productions cancelled its last brand show in 2010. High production costs, dwindling TV audiences, and the twee storylines were out of date. But during that 90-year period, and, in particular, the past 15 years, consumer expectations shifted to make activity like this less effective. Advertising and product placement, which is how soap operas worked as a marketing vehicle, became as out of date as storylines like 'waking up and realising it was all a dream'. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 90
  • 91. For starters, research shows that even when audiences say they like watching TV ads, when given the technology, they skip the ads. And there's a growing trend towards ad-free media like TV, music, and even publishing, as European consumers increasingly pay for ad-free content services like Netflix and Spotify Premium. Product placement, which was legalised two years ago in the UK, isn't faring much better. As commentators point out, consumers don't trust seeing a celebrity chef like Jamie Oliver using obviously paid-for products from Yeo Valley and Uncle Ben's. It's this issue of trust that is at the heart of the shift in consumer expectations. Consumers simply no longer trust brand advertising or 'push' marketing. What do they trust? They prefer to self-select brand content or 'pull' marketing (Figure 1). Figure 1 Pull marketing is trusted. It creates a value exchange between the customer and the brand, whereby what the brand is offering is so compelling that the customer is willing to exchange their attention, interest, loyalty and even money to interact with a brand. Content marketing is the process of creating brand value through content. It's an approach, not a tactic; if your content just pushes brand messages, it's not content marketing. How content marketing works There are three key ways brands create content of value; through 'native advertising', new models of sponsored content, and through the publishing of a brand's own media. In the latter, brand publishing, Red Bull has most visibly embraced this concept. It has set up its own multi-platform media company, Red Bull Media House, which creates sports, culture and lifestyle content. It employs hundreds of staff and freelance content creators around the world. And no media is off limits; it creates print magazines and video, publishes music, and, in 2011, it even released its own feature film on iTunes. So adept is Red Bull Media at creating content that audiences value in its own right, that its content isn't just used by Red Bull, but also commissioned and licensed by brands like Microsoft, Electronic Arts and DHL. So is this how brands will create content in the future – by setting up their own publishing companies? On the whole, no; and the 2009 hype of 'brands as publishers' is unrealistic for the vast majority of businesses today. What we'll move to is an increasing number of brands creating owned media assets, but also a concurrent increase in content marketing through earned media (social will drive this) and new models of paid media. It's through paid media that content marketing's cousin 'native advertising' has been born. Pioneered by social media services like Facebook and web-savvy media companies like Gawker Media, native advertising tackles consumer distrust and dislike of brand advertising by eliminating interruptive 'push' messaging while consumers are trying to consume other media. And it's trusted because it looks and feels similar to the other content they are consuming. What does native advertising look like? It's branded content which fits 'natively' within the environment. On Facebook, it's a promoted post sitting at the top of your news feed. On YouTube, the world's second-largest search engine, brands pay to promote brand videos in relevant search results. On Spotify, it's promoted playlists and branded music streaming apps. On news sites, it's promoted articles appearing alongside editorial content. Do brands have the potential to completely mess this up and approach native advertising like traditional push marketing? Absolutely, which is why, just as brands today don't create their own advertising but rely on the expertise of their creative agency, brands will hire experts and create partnerships to do this. Hence the 'brands must become publishers' proposition is unrealistic: it's the equivalent of saying every brand must become their own agency. While agencies, like Weber Shandwick, have waded into native advertising services, it's because native advertising should look and feel like the content it surrounds, that it makes sense for the media owners to provide this offering to brands. Gawker Media pioneered native advertising by setting up a dedicated branded content unit Studio@Gawker. Typical brand activity, for example, would be an article on The Huffington Post on how to avoid running injuries – sponsored by and including expert input from trainer manufacturer New Balance. The Huffington Post also featured a piece on the rise of video gaming during the 1980s – as part of the promotion of a National Geographic three-night television event 'The 80s: The decade that made us'. And they're not alone. Yahoo! has also embraced native advertising by setting up a dedicated video unit to deliver, what it calls, immersive brand experiences. So, is this native advertising or just sponsored content? Both. And it's not worth the industry squabbling about it. What's important is for brands to work out how to create content of value that will give the required value exchange, not whether that content should be called a native advertising unit or a sponsored post. So, if we have owned and paid media ways of creating content marketing, then what's the earned media approach? This is the fuzzier part of content marketing. While an ideal solution would seem to ask audiences to create their own content of value, where's the value for them? How do you motivate the customer to create brand content when they're not a team you've hired? Running competitions is the go-to approach but one agency, MOFILM, is pushing a different model. It still runs video competitions for brands, but it also fosters a global network of filmmakers and video artists year-round to tap into. In this community, they value an opportunity to work to a live brief. This is content co-creation 2.0. Instead of asking brand audiences to engage in content marketing from time to time, some, brands are establishing their own collaborative content communities, or to look at it another way, a crowdsourced creative agency. Figure 2 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 91
  • 92. BMW has Co-Creation Lab to evaluate and feedback on current projects and also contribute ideas and suggestions. P&G brand Old Spice used 'Old Spice Guy' to foster fan content creation well over a year after the initial three-day 'Smell Like A Man' campaign. When co-creation becomes part of the content strategy, then the act of creating the content, where the consumer gets involved, becomes content marketing. The audience is already engaging in a value exchange with the brand through the act of creating content. Using the customer lifecycle There is an industry-wide perception that content marketing is just used where brands would traditionally advertise – but remember, customers don't value push marketing. Instead, consider how best content marketing can be used across the three core marketing objectives: acquisition, conversion and retention. During acquisition, great content attracts eyeballs, drives brand awareness, and encourages sharing and reach. Corporate website content, product videos and fan content 'like' reviews all help drive consideration and conversion. And email campaigns and content communities, like Amex' OPENForum, have been keeping customers sweet for years assisting retention, referral and repurchase. Select the phase where you want to achieve a marketing result (gain value) but where you can also give value to ensure you are creating the value exchange required for successful content marketing. M&S converts customers with video content The UK's leading brand creating video content marketing today is Marks & Spencer. In 2009, it set up M&S TV and since then, has maintained ongoing video creation in a number of ways. In the digital sphere, the videos reside on a dedicated M&S TV portal, alongside related products in the M&S eCommerce site, and are distributed on social channels like Facebook and YouTube. But M&S is also using its video in valuable multi-channel ways. M&S video content isn't just used as marketing collateral on the web, but also integrated into its iPad app to optimise the mobile shopping experience. You can even use its mobile phone app to augment your in-store shopping experience with additional content like its latest ranges, or footage from its TV ad campaign. In its Cheshire Oaks store, it is trialling video on 70-inch display units designed to help 'inspire' shoppers, and backed up by sales assistants armed with iPads loaded with content – handy if an item is out of stock and you want to see what it looks like and order it there and then. Looking at the results, consumers value this content. Those customers who view product videos are more likely to buy, and while 'inspirational video' sounds like irritating traditional push marketing, it's not; basket size is boosted on average 25% by consumers who are watching M&S video – inspiration sells. While owned media is, quite rightly, at the heart of its content marketing, it also uses its video in paid media by embedding product video into PPC and display, and buying rich media units on editorial sites to place its feature content alongside related editorial. It covers off social sharing and video exposure by making its video available across social media channels. Which brings me to my final accolade for M&S's dedication to content marketing. Video content is so inherent in its organisation, it doesn't waste an opportunity to capture it anywhere. The traditional TV-ad slot is only 30 seconds but M&S maximises its investment in the sets, actors, production team, stylists, and models and celebrities by shooting additional content it repurposes elsewhere; this includes interviews, behindthe- scenes and extended content. In summary, content marketing is an approach, not a tactic. Brands must become adept at using content to facilitate a value exchange if they are going to market to customers successfully in the future. And this approach, providing more value, and valuing in return customer attention/ interest/loyalty in this highly competitive global economy will span marketing as a whole. So that in the end, we'll drop the 'marketing' when talking about content, and valued content will be a consideration across every marketing execution, rather than a standalone activity or social media tactic. About the Author Darika Ahrens ia s former Forrester analyst, she now runs content marketing agency London Stock, which helps brands deliver value through branded content. Efficient frequency management Authors: Mark ConnollySource: Admap: October 2013 Summary Research has found that digital advertising effectiveness is limited by bad practice in frequency management: this article explains how brands are wasting budget and how to combat this. Using research done with brand advertisers it is estimated that less than half of digital advertising spend reaches the right person, the intended number of times and in the right place. One finding is that the same ads are often served too many times to the same users with brands doing little to manage over-frequency impressions. Areas of the brand-publisher relationship also lead to waste, but a greater challenge is presented across publishers where frequency management is more difficult. It is argued that along with better management brand advertisers need new technologies to monitor ad publishing across all partners. Mark Connolly AudienceScience Bad practice in frequency management is limiting digital advertising effectiveness and studies involving major international brands show how and where digital advertising budget is being wasted. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 92
  • 93. It seems that with digital advertising, we have finally found a medium that offers real accountability, with targeting capabilities that make it possible to achieve the advertising Holy Grail: reaching the right person at the right time with the right offer. So, it‘s no surprise that spend on digital display advertising in the UK rose 12.4% year-on-year to £1.3 billion in 2012 (PwC/IAB). However, so much of digital advertising today leaves much to be desired. Only by recognising the flaws in current practices and making significant changes in the way it is bought, can advertisers fulfil the promise of digital and improve their RoI. At AudienceScience, we found that brands are wasting a significant proportion of that budget, with less than half directly reaching the right person the intended number of times in the right place. We call the percentage of the budget that meets these requirements the Productive Media Quotient (PMQ). For CMOs this is a huge issue; being able to recoup these losses can mean effectively doubling their advertising budget at no extra cost. But it can be hard to identify where the losses are being made, as there is a real lack of transparency within the buying ecosystem. CMOs are finding it hard to see how much of their digital advertising budget has been spent, where it has gone and why. Because researching and buying digital advertising is a compartmentalised process, there are silos for managing data, defining audience segments, planning and purchasing media. But, even worse, each digital advertising partner within the complex buying ecosystem (e.g. data providers, agencies, ad networks, trading desks etc) will require its own fees and perverse incentives, and as data is transferred between partners there is a loss in translation and data quality diminishes. Most significantly, the responsibility of managing campaign standards such as frequency, targeting and viewability are left to the most siloed players of all, publishers, at the far end of the chain from the advertiser and their budget. Identifying wastage We carried out two in-depth studies with major international brands to understand how and where digital advertising budget is being wasted. The first study was with one of the world's biggest brand advertisers. A static pixel was added to each of its campaigns, making it possible to track exactly where the ads were going. We could identify that the vast majority of digital advertising budgets go to fees and waste, not reaching consumers, with £5-£8 million being wasted in every £10 million spent on this channel. Figure 1 shows the type and percentage of waste we found, with problem areas including out-of-target impressions, poor frequency management and arbitrage costs (network or technology vendor buying media at a low cost and then selling it back to the advertiser at a higher price). The problem with frequency management We did further analysis into frequency as it was clear this was one of the biggest problem areas, with over-frequency impressions accounting for more than 75% of all ad impressions in some cases. Frequency capping allows advertisers to set the amount of ad exposures allowed to any single user over a period of time for a campaign. But our research shows most brands are doing a poor job managing frequency (serving up the same ad too many times to one user starts to feel like stalking) and also wastes money. The key to frequency management is to reach the user enough times to have impact but not to annoy them. We examined six typical campaigns run in Q4 2012 by global advertisers. As with the first study, each campaign contained our static pixels. In order to create 'laboratory conditions' every campaign was bought in the usual way with the agencies representing these advertisers purchasing the campaigns on a standard insertion order basis. All campaigns ran on inventory fulfilled via major ad exchanges and all ran with a frequency cap of 30 impressions. For all campaigns the agencies (and their clients) reported satisfaction with campaign performance and paid in full. So what did we discover? The first finding was that over-frequency impressions are the norm, not the exception. As can be seen in Figure 2, none of the campaigns studied delivered more than 40% of its impressions within the frequency cap. This meant these advertisers spent over 2.5 times more than they should – where a reported CPM (cost-per-view) of £1.61 was recalculated to only count in-frequency impressions, CPM rose to £4.66. Individual publisher challenges While campaigns typically run across multiple publishers with overlapping audiences, even individual publishers can create waste through over-frequency. In the case that an individual publisher goes over a campaign's frequency cap, campaign management practices, not technology limitations, are the culprit. While publishers have the technical capability to control frequency on their own sites – and many do effectively – individual publishers do on occasion compromise frequency caps in order to deliver campaigns. Is this simply a matter of publishers acting in bad faith? Hardly. Rather, the removal of frequency caps is typically the consequence of multiple competing parameters around the campaign. Does the campaign require tight targeting, high quality, above-the-fold placements, and a full delivery of budget? Publisher inventory limitations mean that frequency is often sacrificed in order to ensure full delivery of budget. This is not only due to publisher's own selfish motivations (spend campaign budget as quickly as possible so they can recognise revenue) but also the result of consistent pressure from agencies and marketers to ensure every pound is spent, often with too little focus on how that may impact effectiveness. Cross-publisher challenges While more assertive campaign management can help to solve individual publisher issues, this has no bearing on solving cross-publisher issues. In fact, capping across publishers is impossible using conventional digital ad management technology. The first problem is that publishers can't see impressions delivered by other publishers so frequency of one campaign across several publishers can't be co-ordinated at the publisher level. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 93
  • 94. Secondly, conventional ad servers report on cross-publisher frequency for campaigns, but rely on reporting averages. The basic arithmetic behind calculating averages means relying on these numbers can be deceiving. The reality is that 'fringe users' get the vast majority of impressions. The top 1% of users by frequency received a substantial percentage of all campaign impressions. What's worse, many of these users were found not to be real people; they were 'web bots'. Our findings confirm that CMOs for major brands are wasting a significant proportion of their digital advertising budget, with poor frequency management being a major contributor. Advertisers must recognise that publishers cannot do the impossible and manage frequency across publishers. Smarter planning alone can't do this. New technology is required. And technologies exist which allow marketers to target, execute and manage digital advertising from one integrated digital platform, controlling for frequency across all publisher partners and inventory providers. It also provides a transparent view of digital media spend, while making it possible to manage international digital advertising buying to reach the target audience with true frequency capping. But the way CMOs buy their advertising needs to change, to focus on 'outcomes', not 'outputs', with flat licensing fees rather than percentage-of-media pricing that encourages inefficiency and rewards publishers for high volume. Otherwise, it will remain in the interest of buying partners for the digital advertising model to stay as it is – and budget wastage will continue to limit RoI for advertisers. About the Author Mark Connolly is managing director, Europe and APAC at AudienceScience, he is part of the company's global leadership team, with 25 years in the industry. Point of view: The long and short of it Authors: Molly FlattSource: Admap: October 2013 Summary This article discusses the role of copy-writing in marketing, using an example of a long copy campaign from Apple, the electronics company, as a 'how not to'. The evolution of social media, blogs and forums has changed how brands engage with consumers, leading to speculation of a decline in copy-writing. It is argued that short, impactful copy is ideally suited to this new landscape as it is potentially easily shared through social media. The Admap Prize 2014 is now open for entries. Visit the prize page for more information. Point of view: The long and short of it Molly Flatt 1000heads Has social media killed copywriting? In general, I despise the Chicken-licken approach to progress. The insistence that the latest piece of popular technology means curtains for morality, journalism, God, society, TV, music, or whichever pursuit you have a vested interest in preserving in its current form, is an age-old instinct of human nature which never fails to be both boring and inaccurate. A few thousand years ago, Socrates was fretting that the newfangled vogue for writing would destroy our memories, and just look at Derren Brown. Of course, technology alters our behaviour, but human beings are resilient creatures, and we have repeatedly proven that we are capable of combining old and new practices in exciting and profitable ways. That said, I have to admit that there is plenty of evidence suggesting that copy has taken a dive since blogs, forums and social networks redefined the way brands express themselves online. The imperative to be authentic, accessible and human – and to do it in real time – all too often translates into a woeful mash-up of teen speak, sloppy grammar and Americanised marketing jargon, all heavily laced with a chronic over-use of exclamation marks. Awww! The @AcmeWines community is super-happy to welcome Prince Goerge to the world! Why not have a glass of our delish special-offer vino to celebrate!!! #withlovefromtheintern Then there's the undeniable fact that the internet loves pictures more than words. Visual platforms such as Pinterest, Instagram and Vine have grown their user bases with unprecedented speed and scale. According to researchers Simply Measured, Pinterest users follow more brands than Facebook or Twitter users, and its posts refer more traffic to corporate sites than Twitter, StumbleUpon, LinkedIn and Google+. Photo and video content drives the most engagement for the top 10 brand pages on Facebook; videos are shared 12 times more often, and photos are shared twice as frequently, as text updates and links combined. Nevertheless, until this summer, I remained a strong advocate of the belief that social media encourages as much copywriting gold as it unearths dross. The best copywriters can adapt to any medium, and brands such as Innocent, Sharpie, Marc Jacobs, Whole Foods and Intel prove that, when tailored precisely to its audience, social media copywriting can be a fine and effective art. Then along came Apple. Twitter exploded with excitement at the news that the king of innovation had resurrected good old long copy for its latest marketing campaign. It was widely acknowledged to be a genius move; social media loves nothing more than marketing which subverts social media. Deployed in print and, in a modified form, in a short TV ad/online film, the result of Apple's association with TBWAMedia Arts Lab was eagerly anticipated. Until we read it. I'm not about to reproduce the flaccid, vacuous nonsense here; refer to Google, armed with a stiff drink. Suffice to say, it is not a subversion of social media, but an adoption of its worst copywriting traits. Equal parts grandiose and anodyne, it reads like a high school poem written by a Pinterest addict who has just been dumped. Nick Asbury summarised it perfectly in his critique for Creative Review: "I was hoping to welcome the return of long copy on Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 94
  • 95. seeing this new campaign, but it turns out to be a hollow and lifeless return. Like watching a hologram of David Ogilvy. This is long copy drained of all the things that make long copy worth doing. Static and soulless and empty. The written equivalent of a mood board." Historically, short, impactful slogans and straplines have worked advertising magic. 'Go to work on an egg' from the UK Marketing Board in the 1950s. 'No' (still the most effective form of birth control) from the Health Education Council a decade later. Labour isn't working. Keep calm and carry on. Just do it. Got milk? Social media is the ideal home for this sort of clever, disruptive word-nuggetry; but it has served us such a rich daily diet of aphorisms – usually wrapped up in cute typography or an aspirational image – that we are in danger of developing soundbite diabetes. Cynical and over-saturated with empty copy sugar-highs, consumers have never been more receptive to substance. This could indeed be a golden age for long copy, but it needs to be done better than ever before. Apple has pointed the way but, for once, not delivered. Is anyone brave enough to grasp the baton? About the Author Molly Flatt is word-of-mouth agency 1000heads' WOM evangelist. She is also president of WOMMA UK, the trade marketing body for the word-of-mouth industry. molly.flatt@1000heads.com O Instagram é pop Pelo menos no conceito de algumas das principais marcas do mundo. Das 500 maiores empresas eleitas pelo ranking da Fortune, 123 possuem conta na rede social. Marcas como Nike , Starbucks, Ralph Lauren, Whole Foods e outras estão explorando as ferramentas do Instagram para atingir em cheio os consumidores. E para mostrar como estas companhias utilizam a plataforma, a TrackMaven, empresa especializa em análise de mercado, lançou um estudo mapeando o comportamento destas marcas na rede social. Segundo a análise, ter uma conta Instagram é uma coisa, mas saber usá-la é outra. Confira abaixo detalhes do estudo. Marcas mais ativas no Instagram Foto X Vídeo Segundo a análise da TrackMaven, o serviço de vídeo do Instagram é algo novo, que ainda tende a crescer. Portanto, as fotos ainda são a primeira opção das grandes marcas. Quando postar no Instagram? O estudo sugere que as empresas que utilizam Instagram como uma forma de marketing devem ir além do tradicional. Isto significa que a postagem de conteúdo não deve ser feita apenas durante o horário comercial, mas durante a noite e nos finais de semana também. O gráfico a seguir mostra apenas uma ligeira variação na interação dos usuários em fotos durante a semana. No entanto, o conteúdo de vídeo, especificamente, atinge um melhor desempenho durante as horas de folga, sugerindo que os usuários são mais propensos a se envolver com os vídeos quando não estão no trabalho. Quanto mais filtro melhor? Curiosamente, a foto intocada, ou as hashtags ―#nofilter‖, são as mais utilizadas pelas grandes marcas. Entretanto, algumas imagens com filtro fazem muito sucesso. Hashtags são fundamentais Dentre as características do Instagram, as hashtags são ideais para as marcas. De acordo com o estudo, o número de hashtags demostra o sucesso do conteúdo. Três passos para o sucesso Sabel Harris, líder de marketing do TrackMaven, deu três dicas para as marcas que querem se dar bem no Instagram, e alcançarem bons resultados assim como as grandes empresas presentes na rede social. 1 . Vídeos são eficazes Embora lançado apenas há alguns meses, os vídeos são um pouco menos eficazes do que as imagens, em termos de interações. Em média, um vídeo no Instagram pode chegar até a 24 interações - somando comentários e likes. Os vídeos podem fornecer várias vantagens. A marca pode se destacar utilizando vídeos criativos, porque outras marcas ainda não estão atentas a isso. Em segundo lugar, as funcionalidades e o tempo curto (15 segundos) que os vídeos do Instagram proporcionam podem otimizar o conteúdo e captar mais seguidores. 2 . Mais hashtags Os dados mostram o porquê uma marca deve se atentar as hashtags. Segundo o estudo, se a empresa utilizar de 4 a 11 hashtags por dia, ela poderá aumentar até 77 interações por post. 3. Instagram nunca dorme Apesar dos sites de mídia adotarem uma estratégia de tempo de postagem, os usuários do Instagram interagem na plataforma a todo momento. Esse comportamento deve estar no radar das marcas sempre. Portanto, os posts devem ser feitos em qualquer horário, independente de feriados, finais de semana, ou madrugadas. As marcas que fizerem isso sairão na frente. Confira abaixo algumas das 123 marcas do ranking da Fortune que estão no Instagram: Nike Starbucks Foot Locker Apple Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 95
  • 96. Walt Disney Gap Whole Foods AT & T Programmatic ads set to gain share NEW YORK: Up to half of all media dollars are likely to be spent on programmatic or automated ads within the next two years, according to an industry panel at New York's Advertising Week. The heads of leading agency trading desks indicated that the share of expenditure taken by this category now stands at around 5%. All expected this figure would rise over the next two years, although their exact predictions ranged from totals of 7% to 50%. "Programmatic is critical," said Michael Brunick, senior VP, programmatic, at Magna Global, in remarks reported by Advertising Age. "We are starting to spend more money with fewer bigger and better partners. That gives us leverage," he added. And as the digital world continues to grow, ads will show up in more places. "We need to use programmatic and technology to do that," observed Brunick. There are internal agency hurdles to overcome, too, before programmatic buying can become truly effective. One problem is that holding company trading desks and individual agencies within holding groups are often buying media from the same vendor via different means. "We don't want to have two conversations," said Paul Dolan, senior VP, global business development at WPP subsidiary Xaxis. "We have one proprietary data platform that covers the entire digital media plan," he added. "We decide which parts are integrated sponsorship and which can be more audience-based." Havas Media approached the same issue from a different angle. "We have a direct relationship between the trading desk and agency," said Adam Kasper, its chief media officer. He also explained that publishers were creating a relationship with Havas teams. "Those needs are communicated to our trading group who's setting up those direct deals," he said. And the panel was generally welcoming of AOL's recent programmatic upfront, at which it announced a series of deals with advertising agencies that had made commitments to buying these ads in 2014. Most, however, felt it would be more useful to integrate this into the traditional upfront season earlier in the year. Warc reported in more detail on AOL's use of programmatic in a report from ad:tech San Francsico. And a full report from Advertising Week will be available on Warc.comsoon. Data sourced from Advertising Age; additional content by Warc staff, 30 September 2013 Volkswagen faz Road Show nas capitais brasileiras e deve realizar 4 mil test drives 18.09.2013 A Volkswagen não está poupando esforços e nem investimentos no lançamento do novo Golf. Há cerca de um mês, a montadora realizou uma avant-première – que foi, inclusive, classificado como o principal evento do ano para a marca. Agora, colocou na estrada um Road Show que irá percorrer capitais brasileiras com a pretensão de realizar 4 mil test drives. As primeiras cidades a receber o Driving Experience, em setembro, foram Porto Alegre e Rio de Janeiro. Depois, o evento seguiu para Piracicaba e Fortaleza. Ainda este mês, nos próximos finais de semana, chega a Belo Horizonte e São Paulo. E, em outubro será a vez de Brasília. Haja fôlego...! De acordo com a TOD, para realizar todos os eventos no período de 30 dias, e alguns simultâneos, foi necessário montar um caledário distinto para mais de 120 veículos premium. Sem contar a logística da equipe técnica, que está preparada para reposição dos pneus que sofrem desgaste devido ao nível técnico que as demonstrações e experimentação são feitas. E na agência, outro batalhão... Estão atuando mais de 100 profissionais e são necessárias duas estruturas para conseguir atender os prazos! Este test drive seguiu a premissa de exclusividade do primeiro evento. Nos autódromos de cada cidade, foi montado uma infraestrutura de lounge que transmite os conceitos de inovação e tecnologia do carro. Depois, os convidados, que são todos vips, têm a oportunidade de dirigir acompanhado por piloto profissional e vivenciar a experiência de uma pilotagem dentro de um autódromo. Mais um evento Volkswagen de destaque...! Por Viviane Salles Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 96
  • 97. Fanscape’s Facebook Promotions Guide Facebook recently outlined their new promotional guidelines, and Fanscape (The Marketing Arm's Social Marketing practice) has helped decipher what this means to marketers. Behind the scenes, Fanscape's VP of Strategy, Tom Edwards, was working closely with various internal teams at Facebook over the past two months to better understand the potential impact the changes may have and how to plan for future campaigns. Based on this information, Edwards wrote a white paper that outlines what he calls the three new promotional engagement models that Facebook now supports. The foundation of each model is tied to aligning the type of brand objective being considered to the ideal engagement model. The models are as follows: • Short Term Engagement Model • News Feed Engagement Model • Sustained Engagement Model This white paper can be used as a resource when mapping client objectives to the type of promotional engagement model that may be ideal including making the call between an app vs. responsive News feed strategy or how Hashtag promotions differ on Facebook vs. other platforms such as Twitter, Instagram and Vine. Download the Whitepaper SUMMARY: The biggest change tied to the recent changes are tied to a brand's ability to create short burst engagement opportunities with the additional flexibility now afforded to brand pages. From an innovation and alignment perspective, the News Feed engagement model is directly aligned with where Facebook as a platform and a business are going. This is a mobile first experience that capitalizes on capturing users attention ―in-stream‖ and reaches them across both desktop and mobile. The final model looks at when to leverage an app based approach as well as key campaign characteristics that would lead to the use of a canvas page or Facebook page tab solution. Are Mobile Facebook Ads, Facebook Exchange Delivering Better ROI? Research finds that an increasing percentage of US advertisers rate Facebook Exchange as very effective, and more marketers say the return on investment (ROI) on mobile is greater than on desktop. While the number of marketers using Facebook may be plateauing, those buying ads on the social site are on the rise. Full Article Advertisers are People, Too Many industry observers claim that the time consumers spend with a given medium relates to the money advertisers will spend, because (it is claimed) "dollars follow eyeballs". On this basis, analyses of advertising are often made through the lens of consumer behaviors. While consumer trends are worth assessing in a general and very long-term sense, they are often irrelevant in assessing flows of advertising spending. The reason is because the actual consumer in the advertising business is not a person, per se, but a corporation. Former Presidential candidate Mitt Romney famously highlighted a legal fact when he remarked that "corporations are people". Perhaps he could have been as successful in ad sales as he was in private equity, because he likely would have understood that characterizations of corporations as people - and therefore consumers - are paramount in explaining how ad budgets are allocated. Indeed, advertisers are essentially people, too, each with behaviors and personalities that are a function of their organizational design (biology, of a sort), their corporate history (equivalent to early childhood?) their broader industry relationships (who they socialize with?) as well as their industry conventions (perhaps akin to behaviors which are learned by mirroring peer-group activities). For these reasons, our analyses of the industry have focused on understanding the behaviors of different segments of advertisers, such as large brands, e-commerce-centric marketers and small businesses. Each segment has different preferences with respect to how they spend their advertising budgets, and these preferences go a long way towards explaining the durability of TV (and resilience of revenues for certain TV networks in the face of audience declines), the dynamics around digital advertising and the decline of print far better than analyses of consumer behaviors may suggest. On this point, we were struck by a recent comment that Yahoo's CEO, Marissa Mayer made earlier this month at a conference. As she said about Microsoft in context of that company's search for its new CEO, "I see a lot of strength (at Microsoft) in the enterprise area. I've come to appreciate...consumer executives and enterprise executives have different traits and different instincts...I would hope that they are looking for people who are really strong on the enterprise side...building on their core strengths and competencies." This characterization of Microsoft's skills in working with consumers of the corporate variety was presumably provided as a contrast with Yahoo's focus on consumers of the human variety, her primary area of focus in her first year at the company. Perhaps there is some irony, then, in pointing out that ad sales - still the core base of revenue for most of the world's leading web publishers including Yahoo - is much more similar to enterprise sales than it is to consumer sales. This is an important point to consider when assessing where a management team's attention should be placed, how it allocates its corporate resources and who it hires to execute against financial goals. Enterprise sales - whether of advertising as Yahoo (or Microsoft) sells it, or of technology as Microsoft sells it requires a narrow focus on a relatively small number of potential customers and is relatively high-touch. Further, enterprise sales often require socialization of ideas over an extended time-frame to many different direct and indirect influencers across multiple geographies before a sale may be closed. Intermediaries such as agents and procurement officers may be involved in the process too. They also can make seemingly bad decisions with frequency, although Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 97
  • 98. this can be because making alternative choices might actually be worse, or because outside observers misunderstand the motivations behind the "person's" decisions. By contrast, consumer sales can involve marketing to masses of potential paying consumers with relatively low-touch sales efforts. Buyer decision-making processes are much simpler, too, often involving few individuals and shorter time-frames for making decisions. Households are unlikely to have procurement departments, and few that we know of require quarterly business reviews of the companies they do business with. Consumers also make bad decisions or buy products that aren't good for them, but there is usually some underlying reason that leads them to believe that making a decision is better than alternatives when they choose to do so repeatedly. Events such as this past week's annual Advertising Week should be viewed for the actual activities that occur over the week, including the socialization of ideas (reinforcing norms) and the deepening of professional relationships (useful in establishing confidence between buyers and sellers about working together to accomplish corporate goals). On our read, these activities are certainly better characterized as enterprise sales and not consumer sales...that is, unless we consider advertisers as the consumers that they truly are. Under the influence: Consumers trust in advertising MEDIA AND ENTERTAINMENT| 09.17.2013 Whether it‘s advertising via old standbys like TV, newspapers and radio or newer media like mobile and online, earning consumer trust is the holy grail of a successful campaign, according to Nielsen‘s latest Trust In Advertising report. The good news for advertisers is that consumers around the globe are more trusting now than they were several years ago. In fact, the study reveals that trust in online advertising is increasing, as is trust in ads on TV, radio and movie screens. Word-of-mouth recommendations from friends and family, often referred to as earned advertising, are still the most influential, as 84 percent of global respondents across 58 countries to the Nielsen online survey said this source was the most trustworthy. Trust in advertising on branded websites increased 9 percentage points to 69 percent in 2013 as the second most trusted format in 2013, a jump from fourth-place ranking in 2007. Sixty-eight percent of survey respondents indicated that they trust consumer opinions posted online, which ranked third in 2013, up 7 percentage points from 2007. ―Brand marketers should be especially encouraged to find owned advertising among the most trusted marketing formats,‖ said Randall Beard, global head, Advertiser Solutions at Nielsen. ―This form of advertising is trusted by nearly 70 percent of consumers globally, which emphasizes the notion that marketers maintain the ability to control the messages about their brands in a way that consumers consider credible. This perceived credibility is a key component in advertising effectiveness.‖ In addition to an increase in trust in messages on branded websites, more than half (56%) of respondents said they trust consumer-consented email messages, an increase of 7 percentage points since 2007. For other online advertising, almost half (48%) said they trust ads in search engine results, online video ads and ads on social networks. More than four in 10 (42%) trust online banner ads, up from 26 percent in 2007. This is good news for advertisers, who spent 26 percent more on this form of advertising in the first quarter of this year. Forty-five percent of respondents in Nielsen‘s 2013 survey believed display ads on mobile phones were credible, and 37 percent trusted text ads on mobile phones, up from 18 percent in 2007. Ads on television, in newspapers and in magazines continue to be among the most trusted forms of paid advertising. Trust in television ads increased from 56 percent in 2007 to 62 percent in 2013. Six-in-10 respondents trusted ads in magazines, a rise of 4 percentage points from 2007. Newspaper ads were the only format to decline in the six-year period—61 percent of respondents found newspaper ads credible in 2013, down from 63 percent in 2007. Although global ad spend grew only a marginal 1.9 percent in the first quarter of 2013, traditional paid media continues to own the majority share of spend, with TV in the top spot owning 59 percent, according to Nielsen‘s most recent Global AdView Pulse Report. Ads on radio (57%) and before movies (56%) both gained consumer trust as well, reporting increases of 3 and 18 percentage points, respectively, since 2007. Trust in brand sponsorships (61%) increased 12 percentage points from 2007. Trust in billboards and outdoor advertising (57%), TV program product placements (55%) and editorial content such as newspaper articles (67%), an earned form of traditional advertising, were not included in Nielsen‘s 2007 survey. ―While TV remains the front-running format for the delivery of marketing messages based on ad spend, consumers globally are also looking to online media to get information about brands,‖ said Beard. ―On the flipside, earned advertising channels have empowered consumers to advocate for their favorite brands, something that shouldn‘t go unnoticed by brand advertisers.‖ METHODOLOGY The Nielsen Global Survey of Trust in Advertising was conducted between February 18 and March 8, 2013, and polled more than 29,000 consumers in 58 countries throughout Asia-Pacific, Europe, Latin America, the Middle East, Africa and North America. The sample has quotas based on age and sex for each country based on their Internet users, and is weighted to be representative of Internet consumers and has a maximum margin of error of ±0.6%. This Nielsen Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 98
  • 99. survey is based on the behavior of respondents with online access only. Internet penetration rates vary by country. Nielsen uses a minimum reporting standard of 60 percent Internet penetration or 10 million online population for survey inclusion. The Nielsen Global Survey, which includes the Global Consumer Confidence Survey, was established in 2005. The follow-back: Understanding the two-way casual influence between Twitter nd TV Viewership MEDIA AND ENTERTAINMENT| 08.06.2013 Social media and TV programming have become fast friends, and, for many of us, the two are transforming how we watch television. In fact, Twitter has become a popular destination where fans can talk about their favoriteTV shows in real-time. But do tweets drive consumers to tune-in to a program, or are viewers just chatting about shows they‘re already watching? The answer is both. A new independent study by Nielsen provides, for the first time, statistical evidence of a two-way causal influence between broadcast TV tune-in for a program and the Twitter conversation around that program. The study used time series analysis to determine if Twitter activity drives increased tune-in rates for broadcast TV and if broadcast TV tune-in leads to increased Twitter activity. By analyzing minute-to-minute trends in Nielsen‘s live TV ratings and tweets for 221 broadcast primetime program episodes using Nielsen‘sSocialGuide, the study found that live TV ratings had a meaningful impact in related tweets among 48 percent of the episodes sampled. The results also showed that the volume of tweets caused significant changes in live TV ratings among 29 percent of the episodes. ―Using time series analysis, we saw a statistically significant causal influence indicating that a spike in TV ratings can increase the volume of tweets, and, conversely, a spike in tweets can increase tune-in,‖ said Paul Donato, Nielsen‘s chief research officer. ―This rigorous, research-based approach provides our clients and the media industry with a better understanding of the interplay between Twitter and broadcast TV viewing.‖ This is the first study to quantify the extent to which higher levels of tweeting may cause additional viewers to tune in to programming. The study also looked at the impact of tweets on TV ratings by program genre, and found that the influence can differ by genre. Tweets had the greatest impact on programs in the competitive reality genre, influencing ratings changes in nearly half (44%) of episodes. Episodes in the comedy (37%) and sports (28%) genres also saw significant increased tune-in from tweets, while programs in the drama genre were less affected (18%) by tweets during episodes. The results also demonstrate what many industry observers thought to be true—that increases in TV ratings during an episode cause more people to tweet more often. This may be because there are more people available to tweet about a show, or because more compelling content drives people to tweet more often. So what do the findings mean for the broadcast TV industry, and what‘s next for Nielsen? ―Media companies and advertisers have already made investments in social media outreach as a means of engaging more directly with consumers, and we believe there are worthwhile opportunities for Nielsen to conduct additional research that can help quantify the relationship between television and social media activity,‖ said Donato. How Twitter drives TV Engagement MEDIA AND ENTERTAINMENT| 06.05.2013 Over the last six years, TV networks‘ Twitter accounts have gone from being little more than promotional outlets for tune-in messaging to real-time channels for networks and advertisers to interact with highly engaged audiences. Evan Silverman, SVP, digital media for A&E networks, says that advancements in social TV analytics are giving the industry a way to measure the total size of the social TV audience—both those participating in the conversation and those who watch on the sidelines. And these analytics are making the social TV opportunity real and measurable for advertisers. At Nielsen‘s Consumer 360 conference in Phoenix, Silverman discussed how A&E was able to drive audience engagement for the hit show ―Project Runway,‖ which runs on its subsidiary Lifetime network, through strategic Twitter TV initiatives. When ―Project Runway‖ launched a ―Fan Favorite‖ social campaign, encouraging viewers to vote for designers by using custom hashtags, the initiative resulted in nearly five comments per unique user—more than the ratio for any other cable TV show at the time. A&E believes that there should be a premium charge for programming with high social engagement, Silverman said. ―The most important thing we all do is to generate a linear rating for our company. However, social TV is extremely valuable in its own right and absolutely helps amplify the conversation, helps sponsors participate in programming,‖ he said. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 99
  • 100. Dedicated Twitter accounts are a relatively new industry practice: They became a mainstream in 2007, just a year after the first tweet was sent in 2006. Last year, social TV took a big leap forward when Twitter launched Twitter Cards, which enabled partners to create interactive experiences within tweets. For more insights into the consumer, click here. MEDIA AND ENTERTAINMENT| 09.18.2013 TV is becoming more social every day. We know viewers tweet during live TV, but there‘s still much to learn about the relationship between TV viewing and social media usage. For example, are people tweeting while a show unfolds— during the actual minutes of a program—or are they reserving their Tweets for the commercial breaks? Looking at the results of a new SocialGuide study, viewers send the majority of their Tweets during program time rather than during commercial time. The study also found that the share of Tweets sent during commercial time was driven across genres by the share of commercial time within a program‘s airtime. In sports, for example, commercials ran during 24 percent of airtime, and 25 percent of Tweets were sent during commercial time. Highlights from the study, which analyzed 59 U.S. TV episodes across broadcast and cable, are below. IPG's Publicom War Room by Steve McClellan, Sep 27, 2013, The Interpublic Group is so enthused about the prospects for client fallout from the pending Publicis-Omnicom merger that it has set up a ―war room‖ dedicated to analyzing conflicts that could trigger agency reviews. That‘s according to IPG CEO Michael Roth, who disclosed the effort at a Goldman Sachs conference in New York earlier this week. Asked about the impact of the proposed merger, Roth said that there will clearly be some clients that are ―uncomfortable‖ with the fact that one or more competitors are served by agencies under the same ownership. IPG hopes to exploit that discomfort. ―There will be some fallout,‖ said Roth, ―and we‘ll be hanging under the net waiting for the opportunities.‖ He noted one oft-mentioned conflict that would emerge from the combination of the two holding companies—Coca-Cola and Pepsi. ―We happen to be a Coke shop,‖ he added. While scale is critical in today‘s environment, ―we have it,‖ said Roth. ―When clients need scale all over the world in various disciplines we get the call. And I don‘t think this transaction is going to change that.‖ Roth also said that Publicom‘s suggestion that it needed to merge in part to fend off would-be disintermediators like IBM or Accenture was specious. Such companies may compete on some levels with the big ad-marketing firms but they don‘t present the whole suite of services offered by Adland giants including ―big ideas or integrated offerings. I don‘t think they‘re in a position to deliver that.‖ Roth also told conference attendees that IPG is on track to achieve between 2% to 3% organic revenue growth for full year 2013. Roth said that the company‘s revenue growth prospects roughly mirror what in-house researchers are projecting for global ad spend growth over the next couple of years. ―It‘s not robust,‖ said Roth. That said the company believes it can expand profit margins with low single digital revenue growth. And to some degree, emerging market growth is off-setting the stagnant state of some mature markets, particularly Europe, Roth noted. The Asia-Pacific region, he said, is now the company‘s second-largest region by revenue, behind North America, which accounts for 60% of the company‘s business. Roth also said that programmatic buying is a key industry trend. ―Eventually that‘s where it‘s heading,‖ he said. ―You want to buy audiences efficiently, not just buy them cheaply. That‘s where the added value will come from us.‖ 26.09.2013 O “fenômeno” Itaú no Rock in Rio 2013 O título dessa matéria não é exagerado... As ações geniais do Itaú foram um sucesso e um dos destaques do Rock in Rio 2013! As pulseirinhas tomaram conta da platéia, seja no festival ou pela TV. O músico causou frenesi e o vídeo case atingiu cerca 6 milhões de views. Já o stand se tornou um capítulo à parte. As ações do Banco tiveram início uma semana antes do festival. Primeiro, filmado com câmeras escondidas, um músico se apresentou nas ruas do Rio de Janeiro e presenteou com um par de ingressos para o festival quem o ajudou. Mas não foi assim tão simples. O ponto alto dessa ativação foi despertar a sensibilidade nas pessoas. Depois, já no festival um simulador – pra lá de real – conseguiu ―transportar‖ as pessoas para o palco do Rock in Rio. Com toda a atmosfera de um backstage de show, com direito a plateia controlada por kinect, os participantes sentiram por alguns minutos a emoção de estar no comando do Palco Mundo do Rock in Rio. Agora a queridinha da edição 2013 do Rock in Rio, sem dúvida, foi a pulseirinha. O banco distribuiu 245 mil pulseiras de LED, que pulsaram nas cores do Itaú durante todo o festival. Essas foram as ações que nos levaram até a Andrea Pinotti Cordeiro, diretora de marketing do Itaú Unibanco. Nesta entrevista exclusiva, ela nos conta um pouco da emoção que o festival deixou para o banco... ! T&M - Como foi esta edição do Rock in Rio para Itaú? Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 100
  • 101. Andrea - Mais um ano de sucesso. O festival foi ainda melhor que em 2011, com incrível participação do público e ainda mais organização. Mantivemos estratégia de ativação com atrações divertidas e que levaram a milhares de pessoas o clima e a energia que o Rock in Rio carrega. T&M - Como as ações foram pensadas? E, quais os principais conceitos para impactar o público? Andrea - O Itaú preparou uma série de ações para o Rock in Rio com o objetivo de engajar o público e gerar visibilidade para a marca. Na iniciativa ―Astro do Rock‖ era simulado um palco com as mesmas características do original instalado no evento, em que cada turma de até três amigos forma uma banda. Para participar da experiência, era feito rápido cadastro por biometria e logo em seguida os participantes eram encaminhados a um corredor, que simula a atmosfera de um backstage. A experiência completa é transformada em um vídeo de 20 segundos, publicado no Facebook dos visitantes. O estande do Itaú também oferecia o ―elevador com vista panorâmica‖, onde os participantes chegavam ao ponto mais alto da Cidade do Rock em um passeio de aproximadamente três minutos – com direito a foto especial, que é publicada no Facebook de cada um. Já do lado de fora do estande fica localizada a ―Parede Instagram‖, com painéis que exibem as fotos postadas no aplicativo com a hashtag #ItauRockinRio. T&M - Como foi a aceitação do público? Expectativa superada? Andrea - Queríamos envolver o público em uma experiência completa de entretenimento em torno do festival e conseguimos. Além de proporcionar ações divertidas e interativas que usassem a música como agente transformador. Investimos no conforto de todos, para que pudessem aproveitar o Rock in Rio da melhor forma possível, compartilhando os bons momentos vividos no festival. T&M - As pulseirinhas invadiram as telas. O stand foi um sucesso e o músico nas ruas emocionante? Como o Itaú avalia esse sucesso? Andrea - A visibilidade da nossa marca em um festival como esses é enorme, mas o que mais nos satisfaz é ver o público se divertindo nas nossas atrações, ainda mais com os brindes que distribuímos. E o vídeo com o músico de rua atingiu 6 milhões de views em menos de 10 dias! T&M - O que mais marcou essa edição do Rock in Rio para a marca Itaú? Andrea - A pulseira de LED foi um enorme sucesso e literalmente iluminou a multidão durante todos os dias do festival. T&M - É possível mensurar números de pessoas impactadas? Andrea - Impactamos centenas de milhares de pessoas com nossas atrações. O ―Astro do Rock‖ foi um grande sucesso e ainda possibilitou que os participantes compartilhassem essa experiência pelas redes sociais. Os lockers que disponibilizamos novamente foram muito bem recebidos pelo público também. T&M - O patrocínio para 2015 já está confirmado? E, como superar o sucesso desta edição - sempre um desafio? Andrea - Patrocínio confirmado. Estaremos de volta em dois anos, com ações ainda mais inovadoras para o público e clientes. T&M- Quais foram as agências envolvidas nas ativações? Andrea - Tudo e Africa estiveram conosco. Por Viviane Salles http://www.temposemovimentos.com.br/v2/site/noticias/cases/vitrine-do-brasil/o-fenomeno-itau-no-rock-in-rio-3008 Measurement hampers Indian OOH NEW DELHI: The existence of a regulated universal measurement system would significantly boost the Indian outdoor advertising market, according to leading industry figures. Haresh Nayak, managing director of Posterscope Group India, told Campaign Indiathat most OOH agencies had their own measurement system but a common standard would "add confidence in the media". An additional complicating factor was highlighted by Mandeep Malhotra, president of DDB MudraMax, who pointed to the low barriers to entry which meant there were many operators in the sector. "In the absence of a universal measuring system, all the measuring systems are successful and unsuccessful at the same time," he said. Brand owners agreed with this view. "[The] medium is unorganised and is distributed amongst small vendors," observed Harneet Singh Rajpal, vice president of marketing at Dominos Pizza India. He added: "We don't even know if the rate charged to us is justifiable." But the potential improvements stemming from a universal system are clear. Sanjay Tripathy, head of marketing, products and direct channels at HDFC Life, noted that over the past decade the time spent out of home by an average Indian had increased by 25%. "So it becomes very important to make your presence felt to the customer and since this space is extremely cluttered, being innovative is what makes a mark in the mind of the customers," Tripathy said. As the industry awaits a universal measurement currency, one company is hoping to bring greater clarity to the sector with the introduction of Visibility Ratings for individual hoardings based on a wide range of factors. Harjaap Singh Mann, founder and chief executive of Proof of Performance Data Services, argued that these tools would "bring the much needed measurement and accountability to the industry and it will encourage brands to spend more in OOH media". One particular area of the OOH sector that is currently experiencing a surge in growth is transport, in part because of the rapid development of urban infrastructure and partly because it is an area that can be effectively measured. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 101
  • 102. Singh told the Economic Times that it was simple to establish numbers of people visiting airports and railway stations through ticket sales, and that is was possible to "monitor how long a passenger waits on a particular metro rail platform in between two trains". Measurement is not the only obstacle the sector faces, however, as proliferating billboards in some cities have resulted in a backlash. The chief minister of West Bengal has long fought a campaign against "visual pollution" and recently ordered the removal of 15 Calcutta billboards that obscured her view of the Vidyasagar Setu bridge. Data sourced from Campaign India, Economic Times, Calcutta Telegraph; additional content by Warc staff, 11 October 2013 Eis um mapa do mundo ajustado pela população na internet de cada país Por: Ashley Feinberg11 de outubro de 2013 às 10:01 Nós já vimos um mapa que mostra o mundo ajustado à quantidade de habitantes de cada país. Mas e quanto ao número de pessoas na internet? Este mapa do projeto Geografias da Informação, feito pelo Instituto de Internet de Oxford (Reino Unido), fez exatamente isso. Usando dados de 2011 do Banco Mundial sobre usuários de internet e a população de cada país, este mapa oferece duas informações diferentes ao mesmo tempo. O tamanho dos países é maior ou menor dependendo de quantos usuários eles contêm; a cor dos países, no entanto, revela a penetração da internet em cada um deles – quanto mais escuro, maior a porcentagem de pessoas que estão online. Por exemplo: em lugares como a China, há um grande número de usuários de internet – em boa parte devido à sua enorme população - mas a porcentagem da população na grande rede é menor que no Brasil. Em número de usuários, a China é o maior país – meio bilhão de pessoas! - seguido pelos EUA, Índia e Japão. Mas em se tratando de penetração da internet, os líderes estão concentrados na Europa; também temos Canadá, Nova Zelândia, Qatar e Coreia do Sul com mais de 80% de penetração. E no Brasil? Eram 89 milhões de usuários em 2011. No entanto, só 45% da população estava na internet. Em 2012, esse número aumentou para 50%. Há algo que este mapa não nos mostra, aliás: como certos países evoluíram em termos de levar mais pessoas à internet. Do site do projeto: Alguns países africanos passaram por um crescimento impressionante, enquanto outros viram poucas mudanças desde a última vez que mapeamos o uso global de internet em 2008. Nos últimos três anos, quase todos os países do Norte Africano dobraram sua população de usuários de internet (a Argélia é uma notável exceção). Quênia, Nigéria e África do Sul também tiveram um crescimento enorme. No entanto, mais da metade dos países da África Subsaariana ainda têm uma penetração de Internet inferior a 10%, e o crescimento foi baixo nos últimos anos. E mais: todas as pessoas representadas no mapa correspondem a cerca de um terço da população mundial. Afinal, são mais de 2 bilhões de internautas contra 7 bilhões de humanos no planeta. Ainda há um caminho muito, muito longo a se percorrer. [Information Geographies via The Atlantic] Recreating Brick And Mortar Online Via RealTime Chats; My Friday Afternoon Internet Adventure by Tyler Loechner, Oct 11, 2013, 4:46 PM crm, customer experience,customer service, internet, real-time, real-time web Putzing around the Internet on this slow Friday, I searched Google for "Google AdWords search vs. display advertising." (Basically, AdWords seems to be the answer to absolutely everything, and I wanted to know more about it.) Lo and behold, I ended up on a blog post on the site Webitmd.com. Not 10 seconds into reading that search and display are the two primary venues in Google AdWords did a little chat box appear on my screen. "Thanks for checking us out! My name is Sarah. Have any questions about our services?" I chose to ignore what "Sarah" wrote and instead asked my own (rather rude) question: "Are you real or a robot?" "I am real," Sarah replied. She even added a smiley face. (I would later learn that this was her firstreal real message, as the first one was automated.) My initial reaction: That's awesome. This is what "real-time marketing" should really mean. Sarah told me that Webitmd uses a service called SnapEngage. I went to the SnapEngage site and (duh) was pinged with a message there — this time by a person named Mia. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 102
  • 103. Mia told me that SnapEngage's client base is "a little of everything," including retailers, service providers, and even doctors. If a consumer responds to the chat, then SnapEngage users can see where they are on the site and even redirect them. It reminded me of Amazon's Mayday, which Frank Maggio, founder of Maggio Media, wrote about in September. Maggio called Mayday "OnStar For Your Kindle." Mia ended up connecting me to Jerome Mouton, co-founder and chief technology officer at SnapEngage. It didn't even open up a new chat box — Mouton just started chatting to me right where Mia left off. I asked Mouton to explain the role a service like SnapEngage can play for real-time marketers. "Once you succeed through SEO, advertising, etc. to get people to reach your site, it is hard — very hard — to keep them there," he typed. "Many customers will just hit the back button if they are not sure they have found what they were looking for. "When they have a personal prompt inviting them to have their questions answered, that is changing the story completely." I asked Mouton how important it is to have a human answering customer queries as opposed to a machine. Aren't most of us used to carrying around a machine that speaks to us and answers our questions anyway? Why use humans resources if a machine can get it done? "What we have been always trying to reproduce with SnapEngage is the experience you get when you walk into a brick and mortar shop," Mouton told me. "The first message is automated, but if the customer replies, they are linked up to an actual human." He added, "We feel cheated when we realize that [we are talking to a machine]." I wanted to know what type of information SnapEngage knew about me in real-time. Mouton showed me what they can see, which included my location (and what the weather is like), what kind of computer I'm on and my visiting history on the site. In theory, the chatter could help me find a local store of theirs if I didn't want to wait for shipping, if the online store didn't have the item I wanted in stock, etc. "Oftentimes the initial chat will not lead to a sales or a conversion," Mouton continued. As most online retailers have email marketing processes in place, the chatter would then try to get the consumer's email address to follow up. If the consumer did give their email address, then the SnapEngage platform would scan the Web and do what Mouton called "social discovery" on the consumer. It can find profile pictures, likes and dislikes, and any other public information connected to that email address via social media sites. "For many real-time sales situations, the agent is now better equipped to understand the customer and his/her needs," Mouton wrote. "That is even more important when the online retailer is for instance a car dealer, a realtor, etc.," he added. So that was my Friday afternoon Internet adventure. It's not groundbreaking stuff, but I have to believe that this is what real-time marketing will be all about once the culture-jacking stuff on Twitter dies down. 2 comments on "Recreating Brick And Mortar Online Via Real-Time Chats; My Friday Afternoon Internet Adventure". 1. timo platt from PoKos commented on: October 11, 2013 at 5:39 p.m. Recreating Real-Time #Chats in-Store, via #CEM engagement and conversions http://amex.co/13rIN5K 2. Chuck Lantz from 2007ac.com, 2013ac.com network commented on: October 11, 2013 at 6:24 p.m. Pardon the drift off the subject, but would that be Timo Platt the yacht racer? if it is, hiya. I'm Chuck Lantz the yacht racing photographer. Small world. ... Getting back to the subject. Since we all have the same reluctance to "chat" with a robot, why not simply identify the robot at the beginning of the chat, and then do the same when a human appears, all without having to ask? Making the case for TV as a supporting medium Authors: Andrea SophocleousSource: Event Reports: Festival of Branded Content and Entertainment, October 2013 Summary This event report discusses how brands can use television as a supporting medium for their branded content efforts. Such a strategy allows marketers - especially those with limited budgets - to attract an audience online and then enhance it with paid and earned exposure on TV. Engaging storytelling is essential to this idea, as shown by Virgin Mobile's campaign starring the brother of Hollywood actor Brad Pitt, and Durex's development of digitally connected "Fundawear". Making the case for TV as a supporting medium Andrea Sophocleous The future of television has been debated, dissected and discussed at length for several years, a conversation initially predicated upon the medium's imminent "death", before talk began first of a resurgence and then, most recently, a reimagining of its role. It was thus no surprise that the position of TV in the new-media landscape was under the spotlight at the Festival of Branded Content and Entertainment, held in Sydney in October 2013. In a presentation entitled "TV as supporting medium", Steve Coll, executive creative director at Havas Worldwide Australia, made the case for using television to support and advance social content. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 103
  • 104. "It's crazy to think today that TV was once the dominant force in our lives," Coll said. "But when it comes to advertising, it still is." While online adspend exceeded the TV equivalent for the first time in Australia during the six months to 30 June 2013, Coll used this year's national elections to demonstrate the continuing popularity of TV as "a medium that delivers mass reach". The Australian Labor Party spent 94% of its advertising budget on television, a figure rising to 97% for the triumphant Liberal Party of Australia. "You can't look at this as TV versus content. There are still 14 million people getting free-to-air television daily," Coll said. "It's worth thinking about it slightly differently. What if instead of being the lead medium, we use TV to support social content?" How Walkers swapped TV for experiential Coll cited the example of a campaign he was involved with in 2010, when working at AMV BBDO London, as a case study of television playing second fiddle to experiential and branded content. The "Sandwich" campaign, undertaken for Walkers Crisps, went on to win the inaugural Grand Prix for Effectiveness at the 2011 Cannes Lions International Festival of Creativity, as well as a slew of other awards worldwide. The aim of the campaign was to address a specific problem facing Walkers: retailers were not placing its crisps in the sandwich aisle, which the brand knew would increase sales among hungry office workers out buying their lunch. Its response began with an ambient stunt that saw celebrities such as actress Pamela Anderson and racing driver Jenson Button descend upon the tiny English village of Sandwich, with the goal of reminding supermarkets like Tesco and Sainsbury's, as well as the British public, that "Any sandwich is more exciting with Walkers". It was a hit with the media, and the online films received 1.6 million complete views. Coll reported that the campaign was directly responsible for Walkers receiving space in the sandwich aisles of Britain's major supermarkets, helping it to sell an extra 1.5 million packs and increasing its market share by 8%. "For a TV brand [such as Walkers] to do a PR, content and experiential-driven campaign was a big deal; it was a big move for them," Coll said. "We only ran about a dozen TV spots. We put all the money in the experience in Sandwich, and PR and social." Despite the low level of activity on television, people still remembered seeing the TV ad, which at one point during the campaign ranked in third place on AdWatch's most-recalled chart, behind efforts from electronics group Dyson and broadcaster Sky TV, according to Coll. "If you do something that is 'PR-able', television can work effectively to support it," he said. Challenger brands take a different approach The "Fair Go Bro" campaign for Virgin Mobile Australia, created by Havas Worldwide Australia in collaboration with One Green Bean, the PR agency, was another example Coll presented of how to employ TV as a supporting medium. The campaign starred actor Brad Pitt's lesser-known brother Doug, and outperformed all previous campaigns in the telco's 12-year history in Australia. Promising to give Doug Pitt a taste of his brother's celebrity lifestyle in the spirit of Virgin's "Fair Go For All" brand proposition, this initiative achieved a 22% increase in new customers and yielded 40% growth in its market share. Launching on 2 July 2012 with a teaser video introducing Doug Pitt and his suburban lifestyle to the world, a concentrated PR push helped garner 1.3 million views in the first week with no paid-media support. Doug Pitt landed in Australia in mid-August 2012 for a publicity blitz that saw him give 30 interviews across print, TV and radio. "There was no TV for the first two weeks; viral and PR led the launch," Coll said. "The campaign received $3.4 million of PR value, which was more than the TV spend. "There is great value in using TV as a support medium for smaller, challenger brands that can't afford the TV budgets of their big competitors," he added. For Durex condoms, another challenger brand, Havas teamed up with technology developer Snepo to create a prototype set of underwear that allowed couples to "touch" each other over the internet. The "Fundawear" app enabled users to touch their mobile phone or other touchscreen device in order to activate a signal to their partner's smartphone, which then simulated the appropriate sensation on their tech-laden underwear. The aim of this scheme, which ran in April this year, was to position Durex as a brand that "helps me achieve better sex" and encourage consumer engagement. It achieved $2 million in earned media and delivered a 35:1 return on investment, Coll said. "The message is: don't quit television yet, but quit thinking about it in the same old way and start thinking about it as a way to boost your content," he concluded. About the author Andrea Sophocleous is a freelance journalist. She can be contacted at andrea.sophocleous@gmail.com. Sorrell Discusses Impact on WPP of Publicis-Omnicom Merger Thu, 24 Oct 2013 09:52:00 -0400 ehall@adage.com(Emma Hall) WPP will become a more horizontal business if the Publicis –Omnicom merger goes through, according to WPP CEO Martin Sorrell. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 104
  • 105. In wide-ranging remarks at today's third-quarter results presentation to analysts, Mr. Sorrell said, "The best thing about POG from our point of view is that it will push our people to horizontalize even more. The way forward is about building WPP into a more cohesive operation, whilst acknowledging that verticality is important from a tribal point of view." WPP owns agency brands including Grey , JWT , Ogilvy & Mather , Mindshare , MediaCom and MEC . Mr. Sorrell, who makes frequent jabs at his rivals' pending merger, also made light of last weekend's meeting of top executives from Publicis and Omnicom. "The latest interesting one was a wonderful weekend in Miami. Everybody's happy about it – going to Miami for a four-day conference is not exactly Siberia in winter." Separately, Mr. Sorrell spoke to The Wall Street Journal today about allegations that U.S. intelligence agencies may be spying on German Chancellor Angela Merkel's cellphone. He compared it to himself or Maurice Levy, CEO of Publicis Groupe, calling to reassure the other CEO that he wasn't tapping his phone. "For brand America this is not good," he said, adding that the revelations "raise the whole privacy issue in a different and much deeper light." He said the allegations are likely to raise concern over the use of data in advertising. WPP reported revenue up 5% to $4.33 billion in the third quarter of 2013, boosted by an acceleration of growth in the U.S. and Continental Europe. North America, which accounts for 35% of WPP's total revenue, grew 4.6% year-on-year to nearly $1.6 billion in revenue. WPP's home territory, the U.K., which makes up 13% of the total, saw revenue up 8.1% to $570 million. Mr. Sorrell said, "What we lose on the faster-growth market swings, we gain on the mature market roundabouts." He said that companies are starting to spend more in order to protect their market share in the U.S. and Western Europe. Asia Pacific and Latin America grew 5.8% to $1.3 billion in the third quarter. Mr. Sorrell said, "We remain BRIC bulls." He added, "China has slowed, but looking at the forecasts I think China is stronger than people give it credit for. Brazil for the first nine months is still running at 11-12%, and India is at 6-7%. Clients intuitively believe that the BRICs and the next 11 [fast-growing marketets] offer more hidden promise than the mature markets, where the focus is still on squeezing capacity." Growth in data investment management was strongest in North America, Africa and the Middle East. Mr. Sorrell said, "You have to have a data business. We have clients who are investing $4 to $4.5 billion a year in a real data business. We are getting genuine consumer insights -- it's like Dunnhumby and Tesco. This is a real business where you get real stuff you can interpret. We have to link it to what we do in media and digital. Once you've done it people will copy you so you have to do it again, it's an iterative process." Talking about the U.S. deficit and the government shutdown, he said, "We've papered over the cracks with chewing gum and wire and we have to wait until January and February for another potential crisis. We've seen little or no impact from the shutdown. I think the shutdown is a little bit of a red herring for our industry." PR and public affairs operations shrank by 0.9%, accounting for $370 million in revenue in the third quarter, although Mr. Sorrell forecast those businesses will return to growth by the end of the year. Mobile Rivals PCs for Brazil’s Internet Audience OCT 18, 2013 More than half the online population will use the web via mobile this year Years of accelerated economic growth in Brazil have helped set the stage for what is now an intensely mobile telecom market, according to a new eMarketer report, ―Brazil Mobile: Smartphones Pave the Way to a Multiscreen Market.‖ Deeper investments in mobile networks and rising income levels have brought Brazil a total of 280.1 million mobile connections in 2013, for an average of 1.39 mobile subscriptions per person. That translates to 142.7 million mobile phone users in Brazil this year, equivalent to 71% of the country‘s population, and a rise of 2.3% over 2012‘s total. Uptake in subsequent years will be similarly in the single digits—an indication that Brazil‘s mobile user base may be reaching saturation. eMarketer also estimates that 53.5% of Brazil‘s online population—53.1 million people—will be mobile phone internet users this year. If current trends continue, almost all internet users, and close to 60% of the country‘s population, will go online using mobile phones by 2017. Mobile devices are closing in on PCs when it comes to internet access. A February 2013 survey by market intelligence company E.Life found that 61.8% of Brazil‘s internet users across all socioeconomic levels had connected to the internet via mobile phones or smartphones, when compared with 75.5% who connected through desktop computers and 65.7% through notebooks. Not only are mobile devices closing in on PCs as internet access points, but they are also encroaching on the developing relationship between the internet and TV, expanding the possibilities of not only where, but also which media can be consumed at the same time. However, in Brazil, TV is still king. GroupM‘s ―This Year, Next Year: Interaction 2013‖ report forecast that adults in Brazil will spend 39% more time watching television than going online. On the marketer side, the company expects that TV ad spending will represent 70.5% of Brazil‘s 2013 total media ad spending, a 2% increase over 2012. These findings can help explain why much of the data on simultaneous media use is still more often about common activities people engage in while watching TV. When compared to the massive and concentrated audience for traditional TV in Brazil, mobile‘s diverse, fragmented and nonlinear usage presents a real challenge to marketers trying to locate, understand and connect with the country‘s consumers via mobile channels. IAB Brasil and comScore, for example, found that 57% of Brazil‘s internet users ―always‖ or ―frequently‖ accessed the internet via tablet while simultaneously watching TV, and 58% said they did so via smartphones. Concurrent usage of desktop/laptop computers and TV was even higher, at 64%. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 105
  • 106. Digging deeper into the online habits of simultaneous TV and internet users showed a wide mix of activities, both related and unrelated to the television programming and advertising being watched. ________________________________________ The full report, ―Brazil Mobile: Smartphones Pave the Way to a Multiscreen Market,‖ also answers these key questions:  What is the size of Brazil‘s mobile internet market?  Who are Brazil's mobile internet users?  How is mobile internet uptake shaping digital activities in the country?  How do mobile devices impact simultaneous media use among Brazil‘s internet users? This report is available to eMarketer corporate subscription clients only. eMarketer clients, log in and view the report now. Read more at http://www.emarketer.com/Article/Mobile-Rivals-PCs-Brazilrsquos-InternetAudience/1010311#Eq0vZK182TdRAl4X.99 Visions of the digital future: Insights from dmexco 2013 Authors: John DavidsonSource: Event Reports: dmexco, September 2013 Summary This report looks at several shifts which are reshaping the digital marketing landscape. One is the advance of programmatic buying, which is likely to influence an increasing proportion of online advertising decisions in the future. Another is the attempt by many brands to tap significant online ―moments‖ – such as major sporting events – using real-time marketing on platforms like Twitter. But unless these efforts are underpinned by strong creative, they are not going to be effective, and this is an area where further development is required. Visions of the digital future: Insights from dmexco 2013 John Davidson Big ideas, innovation and communications strategies are all increasingly being driven by digital media, meaning brands have to focus on striking the right balance between human control and automated procedures, as well as matching technical capabilities with relevant, personalised messaging. Many of the speakers at dmexco 2013, a conference held in Cologne in September 2013, discussed the visions, technologies and solutions that could lead to tangible business success in these areas. Unlocking creativity Tim Armstrong, chairman and chief executive of AOL, spoke about how data and automation could enhance creativity. His presentation began with the assertion that marketers need to assess their industry as Henry Ford once did when sizing up the potential for building the automobile. "What would somebody from the car industry come over to our business and look at overall?" he asked. "Are we looking at advertising from an engineer's set of glasses? And if you do, what does it mean for the industry?" Adopting such a perspective, for Armstrong, yields a conclusion based around the inevitable growth of big data. "Advertising is turning into 'datatising', and that trend is not going to go away. Data is not going to go backwards. And, as a matter of fact, it's not only not going to go backwards, it's going to go forwards at probably twice the speed it has in the last three years," he said. "I will be really surprised that, in three years' time, most of the major clients and agencies don't have massive data strategies that are driving the majority of their ad decisions." The best example of what the advertising sector is experiencing now, Armstrong asserted, is what Wall Street went through in terms of technological reform, enhanced transparency and greater competition. "When you think about how all this data is going to affect the behaviour of consumers, it's really going to lead to consumers getting better products and better services," he forecast. He also predicted that "compression" will take hold once brands and publishers truly understand the tranche of data at their disposal, and who they are trying to target. "The next stage of the compression effect is single-platform services," Armstrong said. To tap this trend, AOL has formulated a "barbell strategy", with branded experiences at one end and programmatic automation at the other. "The place we can't be is in the middle. The middle is going to be run over by data and services," said Armstrong. Relevancy and storytelling Jason Bigler, product management director for display advertising at Google, similarly warned that the notion of relevancy is changing, which means the key goal for marketers must be to deliver advertising that helps consumers rather than interrupts them. "This is going to be the future: the idea of delivering a better consumer experience," he said. "At the end of this, that's what we all want. We want them to think about advertising in ways that it's just part of the content experience. It has to be relevant to them; it has to be something that's immersed in the content – that becomes part of it." Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 106
  • 107. Despite the impetus towards change, Bigler affirmed the continued importance of storytelling. "We know this, but historically, and still today, creative budgets are the most under-funded in display advertising and digital," he said. "To create the right experience for a consumer requires – and will require – more investment in what you're doing with creative. Full stop." The innovation intersection Amazon, the online retailer, is already attempting to blend creative and digital in a practical way for brands. "The goals of advertising and ecommerce aren't dissimilar," said Lisa Utzschneider, vice president of global advertising sales at Amazon Media Group. "At Amazon, when we're trying to improve the customer experience, we focus on three things – find, discover and buy," she revealed. "Find and buy: those are pretty straightforward. It is 'discover', and the process of discovery, where we see huge opportunity for marketers and for ecommerce platforms in helping customers discover new products and new items … [and] brands that they didn't even know existed." As the users of the platform's 250 million active accounts are now switching seamlessly between devices, providing videos and targeted ads, and integrating consumer reviews into marketing message, are among the best ways for brands to move forward, she added. Powerful moments The closing keynote at dmexco was given by Katie Stanton, vice president of international development at Twitter. At present, the microblog possesses over 200 million active users and publishes three billion tweets per week. Vine, its short-form video service, also boasts over 40 million users. "So with these billions of tweets and comments and pictures and Vines, that represents billions of live moments," said Stanton. "It offers all of us, including brands, an opportunity to connect, to engage and to act. In short, it allows us to be in the moment." Lee Jeans is one brand that employed Twitter to achieve this aim, associating itself with a daredevil named Nik Wallenda who walked on a tripwire across the Grand Canyon. This effort was broadcast live on television, and the #Skywire hashtag generated one million tweets. Lee Jeans jumped into the conversation with a prepared comment reading: "Denim: preferred by cowboys, rock stars and @NikWallenda #skywire." "This was brilliant," Stanton said. "It was contextually relevant and it was real time." More broadly, football is a major subject of interest for 47 million users of Twitter. "The roar of the crowd isn't limited to the stadium, but it's heard and it's felt worldwide," Stanton said. "It's important for brands to be prepared for the moment. You don't know who will win, you don't know what the big play will be, but you do know that everybody is watching and you have to be there." In demonstration of this, adidas attached itself to the buzz surrounding Bayern Munich's victory in the final of the 2012/13 Champions League. As a sponsor of Bastian Schweinsteiger, who plays for the German club, adidas posted a celebratory tweet soon after the game was finished. It then benefitted from the positive feeling which was observable among Bayern's supporters. "They did a really good job of being part of the conversation and adding contextually relevant content," Stanton said. "This game generated six million tweets, which as brands you can look at as six million opportunities to connect with your audience and with your consumers." Music is another area generating huge levels of traffic on Twitter. Broadcaster MTV leveraged this enthusiasm by asking consumers to reveal who their favourite artists were using the #MTVHottest hashtag. It then played songs by many of these performers on its television station. The campaign generated 166 million tweets and drove MTV's biggest day ever in terms of the impressions recorded by its European website. "MTV had a call to action that was very simple and very elegant," Stanton said. "So they were really smart about tapping into the passion of their users." About the author John Davidson is a freelance journalist covering the marketing industry. journalist.johndavidson@gmail.com Unilever aims to combine content and ecommerce Authors: Stephen WhitesideSource: Event Reports: Shopper Marketing Expo, October 2013 Summary This event report describes how Unilever, the FMCG company, is improving its ecommerce offering through better functionality, search and content. Search is a key concern for Unilever as consumers want to find required information quickly. Spreading product content around the internet increases consumer touchpoints, and helps raise the product in search engine rankings. The report describes how ecommerce has been developed through brand stores on Amazon, the online retailer, and YouTube. Unilever focuses on adding functionality to its online content to increase sales. Unilever aims to combine content and commerce Stephen Whiteside Warc Search engines, brand websites and online retail platforms may not be the most glamorous parts of the digital marketing playbook, but they still sit atop Unilever's list of priorities. "Optimising all these things seems like really basic blocking and tackling; it's actually probably the best use of your time and your money," said Doug Straton, director of Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 107
  • 108. the FMCG group's North American Ecommerce Center of Excellence. "It's common sense. And none of the tools are remotely sexy" Focusing on such channels could conceivably be regarded as lacking in imagination or innovation. But, in fact, it hints at a model for content development and distribution that fosters a virtuous circle encompassing long-standing components of the new media mix, including newsletters and email, and cutting-edge alternatives like Vine. "Content really needs to be everywhere," Straton said, while speaking at the Shopper Marketing Expo, held in Chicago in October 2013. "What we've really spent a good deal of time thinking about and implementing is: how do we make sure that we can get our brand message, our brand proposition, to every device, to every retailer, to every social site, and then also use the same digital technology to drive things in store." Searching for success Spreading videos, images, product details and equivalent material across the web, in the first instance, helps reach the target audience through the diverse range of touchpoints now shaping their buying habits. As Straton reminded the conference delegates, it positively influences the rankings recorded on Google, Bing and Yahoo, too. This is vital because search retains an unparalleled degree of relevance. "It's one of those things at its most basic; you have to think about how you're optimising search, and where is search going … which is probably even more important," Straton said. "It's really like your core foundation in terms of anything else you're going to do around digital shopper marketing, or digital marketing in general." Ensuring that consumers find the required information "very, very quickly" is paramount as an initial task. Beyond that, structuring the choices and content presented to netizens might then lead them to make purchases with greater frequency than is the case when using search today. Paid-for links, in particular, are underutilised. "Unilever needs to do a lot better job here, but paid search itself can have a message which is much more tailored around shopping," said Straton. "You can't rely on just an equity message and just leave it at that. You've got to push them down into the funnel as quickly as you possibly can if you've got their attention. So there's a lot of work that can be done here," he continued. Looking ahead, Straton argued search will become "anticipatory" rather than "participatory", as providers shift from answering queries to intelligently predicting what an individual requires. A service like Google Maps recognising someone has a meeting in a specific location, and automatically loading directions to get them there, could be an example of this process in action. "Don't think that's not going to have an impact on shopping, because it will. It's just going to take a little bit of time," Straton warned. "The same kind of merchandising that we're starting to do so well on our retailer sites and our brand dotcoms is starting to happen at the level of search. "This is really, really critical, because what's happened is you don't really have to shop anymore: it's going to guess pretty much what you want, it's going to deliver it to you, and it's also going to give you all the different places you want to buy it." Leveraging ecommerce Elaborating on this point, Straton revealed that Unilever has formulated a set of best practice principles covering how its goods are displayed in online retail hubs. Just as the company has pursued the idea of a "Perfect Store" in the bricks-and-mortar space, so the "digital shelf" is governed by certain overarching standards. An illustration of this approach is the brand page for Simple on Amazon.com, which serves as a shopfront containing details about all the offerings available from the skincare range, accompanied by images, videos, how-to guides, customer ratings and reviews. A "Subscribe and save" feature then provides an incentive to buy by offering discounts on monthly scheduled deliveries. "We're kind of firing on all cylinders when it comes to Simple. And we use the same kind of framework for any of our retailers. So I can deliver that exact same content basically anywhere [with the] push of a button," said Straton. This kind of fluidity is essential for Unilever given the increasing amount of web-based vendors and connected devices that consumers are using to research and buy the products made by its 45 brands. "If we can't work out a way to do it efficiently, we're basically trading water," Straton said. Despite achieving seamless implementation on third-party services, this description cannot yet be fully applied to its brand websites. "You would think it'd be really, really easy to do that on our owned assets, but actually you'd be surprised that we're not that clever. We were not even delivering content to our own brand dotcoms in an efficient manner. And it wasn't even consistent before we were doing it for retailers," said Straton. In a bid to reverse this situation, Unilever is revamping its online portfolio to directly encourage purchases. "What we've started to do, and what we'll continue to do over the next couple of years, is basically line up our brand dotcoms to feel a little bit more like a shopping site. So you'll be able to basically shop, search through and navigate through much like you would on a key retailer site," said Straton. Moreover, the system employed to manage these portals will be integrated with that supporting its wider efforts. "The platform that drives this content, whether its reviews or the product descriptions or the images, is the same capability platform that we use for everything else," Straton said. "We're starting to use the same kind of capabilities and technologies that we use in the broader 'digital shelf' perspective to drive our digital advertising from a commercial standpoint." Enhancing the quality and quantity of this collective output has the knock-on benefit of boosting search performance levels. "This drives search engines, which happen to be what people are most aware about, and the thing that they are using the most in terms of looking for products, finding products, et cetera," Straton said. However, the precise behaviour of shoppers in these environments varies greatly. "The way people search for products through search engines and then the way they search through products on the retailer website are very different," said Straton. Consumers tend to progress along a linear path when searching, but navigate around Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 108
  • 109. ecommerce sites using menus and tabs. Older people typically favour the latter option, whereas their younger counterparts prefer the former. Building a YouTube store YouTube is perhaps the premier destination for online video, and as a result handles a huge volume of search traffic, including seven million enquiries related to hairstyles alone every month. To tap this trend, approximately 130 videos were created to promote TRESemmé, Unilever's haircare range, incorporating expert tutorials and behind-the-scenes footage from fashion shows. Moreover, viewers can buy featured items by clicking on a "channel gadget" in the sidebar. "This is the world's first YouTube brand store," said Straton. "It looks like it's a very unified concept: it's very branded, it represents TRESemmé really well. But all the functionality that's powering that experience is based on the capabilities that we build out, whether its reviews, content syndication, the videos themselves, and then 'Buy it now', that enables you to take what's in that how-to video and push it right into a cart." Clickthrough and viewing rates have been "off the charts", according to Unilever's ecommerce chief. As a consequence, the firm is contemplating the introduction of similar stores on YouTube and other sites in the future. "It's a really, really interesting tool, completely scalable," said Straton. "Because we worked off of an insight and we had the content to bring this to life – in terms of how-to videos – what ended up happening is that the engagement around that tool is incredible … A person asked to see something very, very specific; we've delivered it to them, so we know they're interested in it, and they view through." Once again, the material at the heart of this exercise brings supplementary advantages for Unilever. "Rich content drives search. If you're going to win at search, you have to have content. And you have to have really, really good content in as many places as you possibly can," said Straton. Reaping the benefits In reflecting on the organisation's attempts to more tightly orchestrate its output, Straton stated that the metrics thus far have been promising. "When we really kind of unleashed this wave of content, it drove use. And use drove conversion. And conversion drove rank, in terms of search rank. Search rank drove more views. More views drove more conversion," he said. "When we started to do these things, we started to see double-digit increases across the board, it didn't matter what retailer we were talking about … We also did a number of studies where proved that some of the activities that we were doing had an effect on offline sales as well, again high double-digits in some cases." None of this means other channels will not have an integral role in the future – merely that the evidence of their impact is currently difficult to prove. "There's always something you will read in the press that is the next best, greatest thing, but in a lot of cases the next best greatest things doesn't have a utility yet," said Straton. "We have to test and learn with those technologies and see where they go, and that takes time." How behavioural insight can boost effectiveness Authors: Matthew CarltonSource: Event Reports: IPA Eff Fest, October 2013 Summary This report examines new insights into consumer behaviour and discusses how they could inform marketing. Marketers need to be aware that human decisions are shaped by emotion, expert advice and peers, more often than rational thought, and that different categories are guided by different decision-making methods. The report also looks at the 'pilot and autopilot modes' of our brains, with most functions being carried out in autopilot. It includes the Decode Goal Map, which highlights six goals as a framework to create the desire to purchase: adventure, autonomy, discipline, security, enjoyment and excitement. How behavioural insight can boost effectiveness Matthew Carlton New insights into consumer behaviour, and what they could teach brands, were the topic of a session at IPA Eff Fest in London titled: 'How understanding modern consumers could increase effectiveness'. Four models of decision-making Kicking proceedings off was Mark Earls, founder of Herd Consulting, author of Herd and co-author of I'll Have What She's Having. Displaying a slide featuring Star Trek's Captain Kirk and Doctor Spock, Earls observed: "Every Star Trek episode consists of a struggle between the logical Dr Spock and the illogical, impetuous, emotional, unthinking, vociferous Captain Kirk – and the truth is we are much more Kirk than we are Spock". He believes that Humans are social creatures. And this shapes and explains most of our choices and therefore purchasing behaviour. Earls claims that if you want people to do something, the trick is not to make them think about it, paraphrasing American psychologist and author of Thinking Fast & Slow Daniel Kahneman: "Human beings are to thinking as cats are to swimming. We can think if we have to, but we'd rather avoid it as much as possible." I'll Have What She's Having was co-written by another of the speakers, Alex Bentley, professor of anthropology at Bristol University, and emphasis was placed on one of the key maps from the book covering consumers' four different choice styles. The map (as seen in figure 1) reveals how real market data can be used to plot purchase decisions using dimensions of social influence and access to information. It is a simple heuristic map, but it captures the essential elements of human decision-making that marketers should be aware of – that 'I'll have what she's having' is often a consumer's default setting rather than "I'll select the rational option." Figure 1 Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 109
  • 110. The vertical axis represents how well people are informed about their decisions, while the horizontal axis represents whether people make their decisions individually or socially. A large proportion of marketers believe most consumers sit in the top left of the diagram and make their own decisions using their own objectives, preferences and think independently. However, Bentley countered this by using for categories, deodorants, charitable giving, auto insurance and music downloads, based on analysis of data sets. "Deodorants was an independent choice – some people like sprays, others, roll-on, others stick. The way people pick auto insurance is an independent choice but are essentially poorly informed and there's no social influence so they just choose a provider." Examples on the right showed data for social influence, popular music downloading because it's visible online; charitable giving was found to be social but in a very traditional way – parents were teaching their children the charities they supported. It's the music downloading example that Bentley believes is most relevant for the modern world as consumers are often overwhelmed with choices and copy others as this is a good shortcut. Pilot vs autopilot Phil Barden, author of Decoded, The Science Behind Why We Buy, examined how it's important to understand neurological processes behind decision making, enabling marketers to better understand questions around 'what makes us buy'. He explored the 'pilot and autopilot modes' of our brain and how we choose or make implicit and explicit decisions, informing the audience that we carry out most of our functions in autopilot – for example tying a shoelace or driving a car. As we have carried out these activities so many times they have become a learned behaviour, but pilot thinking takes greater energy, effort and consideration. And brands should be striving for a place in consumers' autopilots he asserted: "The greatest effect your brand can have is to be chosen without conscious thought," reinforcing the widely held belief that marketing is at its most effective when people do not have to think about it. Understanding the science around decision making and aiming for the autopilot can cost little but can improve results and effectiveness. He displayed two cake advertisements (figure 2) and revealed that the ad for a cake with the fork on the right is 20% more effective than the same ad with the fork on the left. This is attributed to 'cortical relief' – as most people are right-handed most brains find it easier to process a fork on the right and value that image more favourably. Figure 2. Source: Elder, R.S. and Krishna, A (2011). The 'visual depiction effect' in advertising: facilitating embodied mental simulation through product orientation. Journal of Consumer Research,38, 1-17 Barden revealed the Decode Goal Map (figure 3) based on the fact that goal-directed behaviour explains human motivations. The model uses six fields as a framework to understand the desire to purchase, since we choose and use brands that help us to achieve our goals. The fields are: 1. Adventure: courage, thrill 2. Autonomy: success, recognition, status 3. Discipline: control, orderliness 4. Security: warmth, protection 5. Enjoyment: pleasure, relief, carefree 6. Excitement: zest for life, inspiration, vitality Figure 3. Decode Goal map When advertising signals the relevant goal achievement for its target audience, then the product is desirable. Barden used this model to explain why Dove's 'Campaign for Real Beauty' marketing initiative had been so successful in women's skincare, but had failed in comparison with hair care. It succeeded in skincare because showing women in advertising in a natural state triggers relief and relaxation from the psychological pressure of having to look good, pressure that is there every time a woman sees a skinny supermodel – a relevant goal in the 'Enjoyment' field of the map. However, in the haircare category, the goals and rewards change. There's a move from relief of the pressure of having to look good to making an effort in order to look good. Women can and they want to transform their appearance by changing their hair, so showing them on a bad hair day doesn't work – they'd rather see a model with great hair, as that's the look they desire and aspire to have. That's why haircare ads sit in the 'Autonomy' zone as women desire the recognition and self-esteem that goes with having good hair. Going with the 'flow' The final presenter was Nick Southgate, behavioural economics consultant at the IPA, who referenced the 'flow' theory identified by Hungarian psychology professor Mihaly Czikszentmihalyi. Flow is the mental state when a person performing an activity is fully immersed in a feeling of energetic focus, engagement and enjoyment in the process of the activity – and Southgate encourages brands to be in 'flow' with their creative. This requires a careful balance ensuring ads do not slip into zones where consumers will be bored or anxious. He cited John Lewis's Christmas ads as great examples where consumers are engaged, concentrating and eager to discover the ad's twist. About the author Matthew Carlton is a freelance writer and marketing insights consultant based in London. He has written for a number of industry magazines and websites, and was previously head of marcoms insight at Ebiquity. He can be contacted at matthewcarlton9@hotmail.com Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 110
  • 111. Digital media use in Latin America: New trends and insights Authors: Ivan CastanoSource: Event Reports: The Festival of Media LatAm, September 2013 Summary This event report assesses the latest digital trends in Latin America, based primarily on the Wave 7 study conducted by UM. The major developments that have taken place in the region over the last year include a surge in smartphone and laptop ownership. More broadly, multiscreening and social networking for professional reasons are becoming mainstream activities in many markets. Despite these developments, brands must still consider using comparatively basic form of advertising, such as SMS, if they are to reach the widest possible audience. Digital media use in Latin America: New trends and insights Ivan Castano Latin America remains one of the world's fastest-growing markets for smartphone and social media usage, generating exciting opportunities for brands keen to profit from consumers' desire for greater interaction and the possibilities presented by the region's burgeoning economies. Growth is so brisk that UM, a unit of Interpublic Group, launched the first Latin American-focused study in its longrunning Wave series last month to assist clients in deciphering the views, needs and behaviors of the internet audience south of the US border. The survey, called Wave 7, was discussed in detail during The Festival of Media LatAm 2013, held in Miami from 2527 September. It revealed that the number of Latin American web users who owned a smartphone has surged from 35.7% to 60.8% in the past 12 months, during which time that figure increased from 44.8% to 73.4% worldwide. Exactly 66% of respondents in Latin America also agreed this is the device that best helps them socialize. Equally striking was the growth of social media. According to the analysis, which was based on interviews with 4,000 members of the online population throughout the region, social media penetration had leapt by 16.2% year on year. This can be compared to an average uptick of 5% worldwide. Microblogging on platforms such as Twitter has achieved an average penetration rate of 47.6% in Latin America, close to the 51.9% global total, but lagging behind the 71.3% logged in China. Still, in countries like Chile and Colombia, the uptake of microblogging has hit 60% and 56% respectively. Moreover, the study showed that nine out of ten mobile internet users in Latin America have a social media profile, measured against an average of eight out of ten netizens around the world. When debating privacy, participants proved to be just as worried as their overseas counterparts, with over two-thirds saying they were concerned about this matter. Additionally, some 44% of Latin America's online community know companies are tracking their behaviour, but nearly 50% supported brands doing so for marketing purposes if it improved their digital experience. The other main findings for the Latin America sample included the following: • laptop ownership had risen by 42%, to 77%, year on year; • tablet penetration now stands at 35% in Brazil and 34% in Colombia, the highest totals in the region; • some 51% regularly use smartphones when watching TV, and 57% said the same for laptops. Cracking the social code Mario Mejia Mendez, a communications strategist at UM Colombia and a project catalyst lead for Latin America as a whole, said microblogging has substantial potential. "The category still has a lot of novelty compared to other markets like China," he told Warc. "It's developing extremely fast in Chile, Brazil and Colombia." Mendez added that the analysis, which tallied its results based on interviews in ten Latin American nations, showed that 70% of contributors favored brands which empowered them to learn and develop as individuals, compared to 40% who preferred those offerings with a clear entertainment value. Learning, however, has different connotations across the region. In Brazil and Colombia, for example, it is specifically linked to progress, while in less developed countries, like Ecuador, the concept is associated with fun and a need to disconnect. In Argentina, the idea is attached to education and relationships, Mejia said. He emphasized that brands must keep these social codes in mind when preparing advertising campaigns. Microsoft, for example, recently launched a successful effort for its cloud computing solutions by using the notion of the "progress code". It motivated IT directors at several companies to become product experts using a mini-series which taught them that doing so might make a difference in their organization and their personal career. Mejia reported that social media is strongly linked to career progression in Latin America, with users flocking to sites like LinkedIn and tuempleord.com. In Chile, for instance, fully 70% of social media interactions take place on career sties. Socializing with friends, swapping photos and sharing locations are also very popular at the general level, he pointed out. Booming smartphone usage Last year, top marketing executives told Warc that smartphone penetration could double in Latin America by 2017. The number of internet users, pegged at 140 million people in 2012, was forecast to leap by a similar amount. Mejia reported that these targets remain achievable. For those with online access, smartphone adoption could even triple in the coming four years, he asserted. Roughly five out of ten people in Latin America have internet access, with Chile (seven in ten) and Brazil (six in ten) boasting the highest penetration rates at present. In Central America, usage rates stand at about 30% of the potential audience, a reading that came in at approximately 40% in Mexico. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 111
  • 112. Mejia predicted that smartphone penetration would rise more rapidly if governments worked harder to bring affordable phones into the market. The introduction of the iPhone 5c and low-cost models made by manufacturers like HTC could serve to bolster competition and bring down mobile tariffs, too. To profit from skyrocketing growth, it is crucial for brands to study and understand their audiences' needs, as mobile phones are highly personal devices. That was the view of Leonardo Hilario, head of operations, advertising acceleration, for Latin America at Telefónica Digital. "Data is advertising's new currency," Hilario told Warc. "Brands must know each consumer's taste, what football team they like, what hotels they visit, when and where they travel, and so on … The more they know about their [target] consumers the better they will do." Hilario reported that SMS advertising is the most effective mobile ad format in Latin America, because 69% of cellphones have basic features while only 31% can carry apps. SMS advertising, he continued, needs to be "relevant and personal" for brands to get the best response from consumers in the region, where 70% of the mobile audience are willing to receive ads on their phones. About the Author Ivan Castano, a former contributor to Ad Age, is a freelance journalist who covers advertising and marketing. Content marketing falling short LONDON: Brands are increasingly thinking like publishers when it comes to content marketing but most are failing to produce good content, a new report has argued. The Brandopolis report, from online marketing company Distilled, looked at the future of online marketing, based on interviews with executives from agencies, consultancies and brands, with the aim of changing how marketers think about content. Will Critchlow, founder of Distilled, commissioned the report "as a way of cutting through all the noise around content marketing". He suggested there was no shortage of information available to marketers but there was "a lack of real insight into how the best brands actually execute their content marketing strategies". The report said there was no magic bullet for excellent content but highlighted those strategies, many of which are still evolving, that have worked well and brands which are succeeding in this arena. One salient point was that in many cases "it's pointless to distinguish between 'content versus social,' or to silo the two away from each other". Good content, the report said, could be remixed and repurposed for many channels. But while content and social strategies merged, it remained important to focus on content in those places the brand controlled, such as its websites, where it could test design and observe copious amounts of data. The report echoed advice, such as that in a recent issue of Admap, on the need to take a subtle approach and not over-promote and to seek out experienced content creators. It went on to explore the possibilities around brand ecosystems, how being an early adopter could pay off and the ways in which contextual content could help both consumers and brands. A healthy brand ecosystem could encourage interaction and new thinking as well as generating a host of product ideas. This required "a friendly environment for smart, creative people to offer feedback or make things" with examples being MyStarbucksIdea and Dell's IdeaStorm. While the internet continues to throw up a proliferation of increasingly narrow content niches and social networks, these sometimes achieve wider popularity and the report suggested that attentive marketers "have developed a sense of how and when to jump into a barely defined new niche or network". This was something Honda had done particularly well on Pinterest with its #Pintermission campaign. Honda also appeared as an exemplar of good contextual content with its Build Your Honda web feature which not only allowed users to play around with everything from colours to seating but kept the brand top of mind and fed back into car design. Data sourced from Distilled, Admap; additional content by Warc staff, 24 October 2013 Brandopolis Blog Introduction A Word from the Author Hi, I‘m Lydia Laurenson. As an entrepreneurial journalist with a strong interest in content strategy, I was excited when Distilled co-founder Will Critchlow contacted me about this in-depth article. Will was concerned there was a lack of focussed reporting in the rapidly-changing content marketing landscape. This report was the result of 5 months of effort by myself, Will and the team at Distilled. We hope it provides a valuable source of insights and information. Happy reading! Lydia DIGITAL MARKETERS are drowning in a sea of content. White papers. Infographics. Viral videos. Blogs, blogs everywhere, nor any drop to drink. We‘re all seeking patterns in this astounding array, and as a result, many marketers have read more content strategies and how-tos than we care to recall. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 112
  • 113. So I‘m thrilled that Distilled gave me the chance to create something more nuanced: an in-depth investigation of content strategy at top brands. I come from a journalistic background, and I‘m always excited to story-hunt. My goal is to give a window onto big brands playing the content game: not just a stack of tactics, but insights into why and how. To research this report, I interviewed individuals caught up in brand ecosystems as well as marketers from agencies, consultancies, and the brands themselves. I‘ll share hard-won stories from brands including (but not limited to) CocaCola, General Electric, Dell, IKEA, L‘Oréal, Honda, SAP, and Facebook. I also want to thank the Distilled team: Cheri Percy and Harriet Cummings for adding their insights, and Matt Mitchell-Camp, Richard Westenra and Volodymyr Kupriyanovfor their design, development and data work. Now, to set the scene: a quick overview of content marketing basics. Content Strategy: THE BASICS Unique content that is useful or emotionally engaging, while staying relevant to the parent brand, is the Holy Grail. Colonizing, owning, and becoming the go-to resource for a specific topic that is relevant to the parent brand is the other Holy Grail. For example, in 2007 American Express created OPEN Forum, an online community for small business owners that pulled in a plethora of articles, tips, experts, and users – and, ultimately, birthed a national USA holiday called Small Business Saturday. Small Business Saturday now boasts endorsements from both Congress and President Obama. Indeed, the makeup powerhouse L‘Oréal actually owns makeup.com. This particular tactic would be awesome for you if you had the foresight to snap up obvious domain names in 1998, or if you have a spare million dollars lying around. Brands are thinking more and more like publishers, complete with editorial calendars and content that is specifically designed to be great without overtly promoting the brand. Luxury brand Louis Vuitton has a gorgeous arts and culture website called Nowness that does not mention Louis Vuitton on a single page – not even the About page. Tech brand Intel joined forces with media company Vice to co-design a site called The Creators Project, which profiles interesting intersections of tech and art across the world. In fact, well-known publications from Wired to Forbes to Huffington Post are creating content strategy branches. A lot of journalists are moving individually towards content strategy, too – as I noted before, my own background is in several writerly genres. My consultancy is even called Journalism For Brands. So clearly, you can rely on me for unbiased coverage of how great journalists are. ‗it‘s pointless to distinguish between ―content versus social,‖‘ Good content can be remixed and repurposed for many channels, to the point that it may be indistinguishable from social media. A white paper can become a ‗top ten tips‘ blog post, and each tip can be an individual tweet, plus infographics can be pulled from the data and then shared on Facebook or used in the inevitable SlideShare presentation … et cetera. Good content should always be pushed to the appropriate social channels, and there are usually ways to make content social in itself, such as enabling comments on a blog. In a lot of cases, it‘s pointless to distinguish between ‗content versus social,‘ or to silo the two away from each other. General Electric uses one of three labels for every campaign‘s scope: ‗campfires, fireworks, and forest fires.‘ Campfires are small pieces with limited scope; fireworks are bigger and reach across multiple platforms; forest fires are huge brand pushes with facets throughout GE‘s digital ecosystem. Subscribe by email Don't miss any of Distilled‘s leading-edge content. Sign up to the mailing list here: Subscribe I like this table from Colleen Jones‘ book Clout: The Art And Science of Influential Web Content. It‘s a neat summary of how the best content marketers think nowadays, in contrast to ad-based marketing attitudes: OLD THINKING NEW THINKING Target people Attract people Plan for campaigns Plan for entire customer relationship Tell, or talk, the message Tell and show, or walk, the message Blast the message repeatedly Reveal facets of the message Force or trick Nudge Detached Contextual Action only Attitude and action Part 1: THE BRAND ECOSYSTEM HE PHRASE ‗brand ecosystem‘ has been getting lots of traction. Maybe it‘s because the social media frontier has created unprecedented windows into what connects where and how. It‘s more obvious than ever that nothing in marketing stands alone, and we have more and more analytics to show how things relate to each other. It‘s also easier than ever for brands to track, learn from, affect, and enfold the marketing emerging from their followers. ‗Brands can and should receive as much information as they release – if not more.‘ It‘s almost too easy to compare media cycles and interdependencies to the rainfall, sunlight, animals, and growing things that would pull together a natural ecosystem. The ecosystem metaphor is valuable because it emphasizes giveand-take. Brands can and should receive as much information as they release – if not more. Brands exist in one big ecosystem, and if they get enough traction, they can create smaller ecosystems. One example of a tiny content ecosystem might be ‗just a blog.‘ On established blogs, dedicated commenters often interact extensively with each other and give feedback to the blogger – thereby shaping the blogger‘s thoughts. Successful blogs often quote commenters in blog posts, reflect on conversations in comments, or even invite commenters to become bloggers. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 113
  • 114. ‗By maintaining the ecosystem carefully, brands can create an environment where their followers, including nonprofessionals, do an incredible amount of work for them.‘ A healthy brand ecosystem is a community in itself that encourages both interaction and new thinking. By maintaining the ecosystem carefully, brands can create an environment where their followers, including non-professionals, do an incredible amount of work for them. First and foremost, brands do this by offering a friendly environment for smart, creative people to offer feedback or make things. Ecosystem development: FACEBOOK STARTS FROM SCRATCH Domain Authority 100 Linking Domains to Domain 9,958,253 Facebook Page Likes 94,905,390 Twitter Followers 11,642,811 Brand ecosystems share a lot of principles with the technical ecosystems devised by Silicon Valley‘s giants, where developers create projects that work within larger systems – like a programmer who makes software for the Microsoft operating system. Indeed, for some tech brands, the brand ecosystem is basically the same as the tech ecosystem. Facebook, for example, has not merely created an incredible environment for conversation. Facebook also makes it easy for marketers to put content on Facebook, and it works to help journalists and other individual content creators publicize Facebook. Header banner from Facebook‘s Steps to Business Success pagePerhaps, most importantly, Facebook made it easy for outsiders to develop Facebook apps that add new technical functions to Facebook. In other words, the Facebook content strategy is that it crowdsources both strategy and content. ‗No one knew what Facebook app-land would become, so the app ecosystem started small and rough and unprofessional, but it was also wildly creative.‘ Facebook apps are a good place to start when describing Facebook‘s ecosystem, because Facebook app-land is a mini-ecosystem in itself. I talked to one Facebook employee who used the phrase ‗canvas ecosystem‘ to describe the beginning of Facebook‘s app ecosystem - as in ‗blank canvas.‘ No one knew what Facebook app-land would become, so the app ecosystem started small and rough and unprofessional, but it was also wildly creative. (I always remember my friends turning me into a badly drawn Facebook vampire in, like, 2008.) Facebook‘s App Center As the app ecosystem matured, things calmed down and patterns emerged: for instance, most people now have a general idea of what a Facebook game is and what it‘s usually for. Facebook then used what they saw in those patterns to develop support for larger, more focused players to jump in the Facebook sandbox. That was when most brands got in on the action. Facebook often highlights the Nike+ Running app from 2012, which enables users to share their runs with friends. Nike+ Running users can showcase maps, or add fitness statistics and milestones to their Facebook timelines. Their Facebook friends can even send cheering sounds that they hear while they run. This is great promotion for Nike, of course – and it‘s even better for Facebook, which not only gets lots of eyeballs but also collects lots of data. But again, the app ecosystem is only one facet of the Facebook ecosystem juggernaut. In order to maintain its overall content ecosystem, Facebook listens to several sub-communities, collects data from them, balances their interests against its own, and creates how-tos that educate them. Sometimes it specifically connects them with each other. I talked to several connections at Facebook to get insight into the sub-communities that they‘re dealing with: – Everyday Facebook users. Obviously, Facebook users create the content that is Facebook by sharing their status updates, commentary, breakups, and everything else. Individual users also started marketing on Facebook before Facebook thought much about marketing – for instance, before Facebook Pages existed, people made individual ‗user‘ profiles for brands. Facebook‘s business value arises from mining its users for data and selling ads that target them. ‗continuous challenges with balancing users‘ privacy preferences against its own preference to gather, publicize, and otherwise play with their data.‘ Users need to feel at least somewhat happy with the product to continue engaging with each other, and to feel safe. In turn, Facebook walks a tightrope of censorship – some users want a more controlled experience and others want to be able to say what they like. The company also faces continuous challenges with balancing users‘ privacy preferences against its own preference to gather, publicize, and otherwise play with their data. – App creators and small-time Facebook marketers. At first, Facebook needed outside thinkers to basically invent its app ecosystem and its marketing ecosystem. Now it needs them to keep building those ecosystems. Facebook has a Preferred Marketing Developer program for developers who have demonstrated expertise in a Facebook area, such as creating apps or Pages. The program was created because there was huge demand for Facebook-related marketing disciplines, yet Facebook couldn‘t scale to do it all in-house. Thus, Facebook identifies the best independent creatives and helps them find Facebook-relevant employment. – Big brand marketers. On a small scale, Facebook helps marketers make ads; on a large scale, they‘ve asked their biggest potential partners to help them define what Facebook marketing means. In 2011, Facebook‘s VP of Global Marketing, Carolyn Everson, decided to bring brands into Facebook so those brands could contribute to Facebook‘s marketing strategy. Her goal was to understand those brands‘ pain points – not just at Facebook but across the marketing landscape. Thus, Facebook hand-picked a Clients Council that meets quarterly, and includes Coca-Cola and General Electric. They also have a Creative Council with creative directors from agencies like Digitas. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 114
  • 115. – Interestingly, Facebook has also started looking more closely at how it can work with people who create content outside of Facebook. There is a Public Content Team within the company that focuses on how celebrities, athletes, and publishers use the platform, and what Facebook can do to help them. This team came up with the recent Embedded Posts feature, which allows users to take Facebook posts and embed those posts live into their articles, much like an embedded tweet. ‗a status update from George Takei while writing about Star Trek‘ Thus, a journalist at the Huffington Post might use an Embedded Post to highlight a status update from George Takei while writing about Star Trek. Readers can see the update, observe the comments and Like count aggregating in real time, click through directly to Takei‘s page, et cetera. The posts help to solidify Facebook‘s image as a place where great conversations happen. Facebook is clearly a top example of a brand content ecosystem. In fact, it‘s a great example of a brand ecosystem partly because that‘s all it is: as a social network, Facebook literally does not have any content or purpose without its ecosystem. But does it make sense for brands that aren‘t already ecosystems in themselves – for example, brands that sell realworld objects – to care about the ecosystem concept? After all, it is obviously a lot of work to maintain these subcommunities and connections. But although not every company can be Facebook, smart brands are looking at how they can channel or re-form their ecosystems in similar ways. ‗successful ecosystems generate tons of product ideas‘ One reason brands should salivate at the thought of a good ecosystem is that successful ecosystems generate tons of product ideas. Many brands ask fans and followers for feedback, and they always have. But that‘s just the beginning. Ecosystems can create rock-solid content, not just conversation. Research & Development Ecosystems: DELL‘S IDEASTORM & TWO IKEA EXPERIENCES Domain Authority 95 Linking Domains to Domain 81,758 Facebook Page Likes 6,160,164 Twitter Followers 190,901 Some smart brands have created well-designed ecosystems dedicated to research and development. Social media consultant Paul Gillin has dubbed these ‗ideation communities,‘ and cites examples such as MyStarbucksIdea and Dell‘s IdeaStorm. Dell, a major innovator in the digital marketing space, created its IdeaStorm ideation community way back in 2007. Users submit ideas for new products, clever marketing campaigns, or other innovations. Many people browse the ideas for fun, so Dell benefits from interesting, original content that it doesn‘t even have to create. ‗the users became irate – and Dell wisely hired its biggest critic to be a community manager.‘ The best ideas on the site are pushed to ‗Storm Sessions,‘ where users fine-tune the concept in conversation with a Dell representative. Power users who contribute a lot are rewarded with minor perks. At one point, when Dell became inattentive to IdeaStorm, the users became irate – and Dell wisely hired its biggest critic to be a community manager. I spoke to Richard Margetic, Dell‘s Director of Global Social Media, who said: ‗When we launched IdeaStorm, we opened the floodgates. We‘ve deployed over 500 product recommendations. The early challenge there was getting the internal Dell product group to listen, but once they were in, it was like having a customer at the table with them.‘ A similarly clever ecosystem is IKEA‘s Share-Space, which started in 2011. Users upload pictures of IKEA-laden rooms, and happily tag furniture within the pictures, using where-to-buy links from the online IKEA catalog. This content is browsed by other users and occasionally gets featured on IKEA‘s design blog. I discussed Share-Space with IKEA marketing specialist Katy Lee, who noted that they use seasonal data to help decide when to sell certain furniture. IKEA‘s Share Space Most excitingly, Lee said that they get ideas from Share-Space. ‗There‘s never a boring day. Fans always surprise you. People might use kitchen cabinets for a bar in the basement.‘ Missed Opportunity: THE STRANGE CASE OF IKEA NOW Domain Authority 94 Linking Domains to Domain 65,813 Facebook Page Likes 2,625,330 Twitter Followers 182,606 Outside Share-Space, an interesting situation recently arose between IKEA and an augmented reality app called IKEA Now. A California startup released IKEA Now in 2012; the app enabled users to look at a room through their phone lens, and to place images of IKEA furniture within the virtual room. I talked to IKEA Now co-founder Andy Kim, who said, ‗Our intention was originally to get IKEA‘s attention.‘ Their original goal was to make something so cool and useful that IKEA would snatch it up. Instead, IKEA sent legal notice. ‗IKEA approached us in November,‘ said Kim. ‗I had originally sent a letter to their CEO, who I guess forwarded it over to their legal team, who then sent me a letter. They went through Apple and told us to take down the app. At that point we had 80,000 users.‘ By the time they received the letter, Kim and his co-founders had apparently been re-considering their original plan. ‗We wanted originally to create a feature that a company would find interesting and incorporate into their brand,‘ he said. ‗But then we realized that we had uncovered a gold mine. After we released it, it grew so fast that we weren‘t Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 115
  • 116. ready for it. We also found that our users wanted more furniture and more retailers. So we stepped back and we decided to instead create an app where users could shop across multiple brands.‘ In response to IKEA, Kim explained, ‗we told them that we had 80,000 users and we were in the process of changing the name.‘ Kim and his compatriots suggested that their loyal user base might cause reputation problems for IKEA if IKEA forced the app to shut down completely. They asked IKEA to allow them to include its furniture as one of several brands that users could see and buy. The app is now called Furnish. ‗We now include Crate & Barrel, Pottery Barn, et cetera,‘ said Kim. And it turns out that IKEA is incorporating a similar augmented reality function into their 2014 virtual catalog! I asked Kim how he felt about that and he said, ‗We welcome the competition. Brands can go ahead and build this into their native app, but brands won‘t be able to compete with us in breadth of furniture, and people want breadth.‘ I was curious about whether IKEA got the furniture insertion idea from observing the larger IKEA brand ecosystem, so I asked a spokeswoman, who responded: ‗IKEA is not affiliated with the Furnish App and has not had any conversations with the maker of the App. IKEA is aware of other applications with similar functions; we are not claiming to be unique. The Furnish App did not inspire the IKEA app that was recently launched to coincide with the release of the 2014 IKEA catalog. It was communicated at the time of last year‘s catalog release that the enhanced AR feature would be forthcoming.‘ So IKEA says it was already working on something similar. Yet I wonder whether it might have been wise for IKEA to try acquiring Furnish, or at least to approach Furnish more carefully. After all, IKEA‘s reaction to the IKEA Now app may discourage people who would otherwise be contributing to IKEA‘s ecosystem and innovating on IKEA‘s behalf. It might also have been in IKEA‘s interest to chat with the app developers who had such a strong vision for the feature – perhaps they could have learnt something interesting. For example, Kim assured me that Furnish 2.0 will have ―game-changing features.‖ Either way, it‘s too late for IKEA and Furnish. But what approaches might, otherwise, have bridged the gap between them? Adopting Creative Individuals: COCA-COLA‘S CONSULTANTS Domain Authority 92 Linking Domains to Domain 15,435 Facebook Page Likes 72,752,928 Twitter Followers 1,812,283 Coca-Cola is one example of a brand that does an amazing job of watching the worldwide Coca-Cola ecosystem and motivating people to contribute. The brand clearly prioritizes finding the coolest stuff out there and incorporating both the content and its creators into Coca-Cola. ‗Waldman started hanging swings on random structures one day‘ Sometimes the content that Coca-Cola grabs is already connected to Coke, and sometimes it isn‘t. The brand‘s interaction with Jeff Waldman, an independent creative guy in San Francisco, could stand as a lesson to any brand that wants to connect with influencers. Just for fun, Waldman started hanging swings on random structures one day – and as a savvy social media user, he successfully acquired plenty of coverage for his whimsical project. He received grants to hang the swings in new cities, and he looked into making a documentary. Then Coca-Cola snapped him up as part of their Let‘s Go Crazy video campaign. I caught up with Waldman to ask about his experience with Coke, and he started by saying that he liked the brand‘s honesty: ‗The producer and director called me and were very direct about their intentions. ‗Yes, it‘s what it sounds like, it‘s a sugar water commercial. But here is how we think it‘s different and what it means to us.‘ They meant it, and they had some great motives. I had some concerns about how it would play – what kind of control I had over the look and feel of my story. It might sound stupid, but I‘ve become a sort of swing connoisseur. I signed on because I had input on how the swings would look and be made, and that was important to me. I was a part of the creative process, and my concerns were addressed.‘ Waldman added: ‗The only things big brands bring to the table are money, exposure and resources. For a lot of people, like me, it‘s not always worth the money, and the exposure isn‘t the ‗right kind,‘ so it‘s sometimes easy to turn down these opportunities. Corporations need to have a reputation of fairly handling artists and creators and their work.‘ This is the kind of thing that will encourage Waldman to talk to his creative friends about how good it can be to work for Coke. It could motivate some of them to think consciously about how Coke could help them in the future, if they make themselves look like a good value proposition. ‗a couple of guys in Los Angeles made a Coca-Cola page before Coke noticed that the feature existed.‘ Similarly, Coca-Cola‘s Facebook page is run by two fans-turned-consultants who started it on their own for fun. Way back in 2007, Facebook had just introduced its Pages feature, and a couple of guys in Los Angeles made a CocaCola page before Coke noticed that the feature existed. Their names were Dusty Sorg and Michael Jedrzejewski, an actor and writer, and Coke quickly adopted them in what they describe as ‗a creative partnership.‘ In fact, ‗Dusty and Michael J.‘ – as they call themselves – are now basically Coke mascots. In return, they and their creative friends have derived many advantages from being connected to the wealthy and powerful brand. I tracked Michael J. down through the Facebook page dedicated to him and Dusty. He said that, ‗When Coca-Cola contacted us, the Coca-Cola Facebook page was accruing 60,000 fans per day. The call came as a total surprise, though by then we were in the ballpark of 700,000 fans, so we figured they‘d have to notice sooner or later. They did the right thing by getting out of the way, letting it happen naturally and organically, and by engaging in this partnership Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 116
  • 117. with real fans. It‘s been really smart of Coca-Cola to let that be and not try to refine it, or move it in a different direction. It‘s real. It‘s authentic, and people have really good radar for what‘s authentic.‘ The Coke fan page today is a remarkable production, featuring tons of different ideas and apps and campaigns. I asked whether the two consultants still oversee the whole thing, and it turns out that Coke has channelled them very efficiently. Michael J. explained, ‗The page has almost 70 million fans, and what that means in real time is that Coke uses every tool that is useful. This includes agencies and services. At this point Dusty and I are creative consultants, admins at large. We can make changes, but they‘re few and far between. The content schedule on that page is planned out and executed by a number of people on a daily basis, but we create and write and perform in the digital content that features us.‘ The stories of Jeff Waldman and the Facebook team are not unique; they seem to be Coke‘s modus operandi. Michael J. told me that during one trip to Coke‘s headquarters in Atlanta, ‗we met the EepyBird guys, who were the big real-world Coke fans before we arrived. They did the thing where you drop Mentos in a Diet Coke and it explodes.‘ That was in 2006 – and the EepyBird Internet coverage helped Coke double traffic to its website. As Michael J. noted, part of the secret of Coke‘s success in handling these influencers is that ‗Coca-Cola does not react negatively to people who use Coke in ways that it‘s not designed for.‘ The Next Level of Content Ecosystems: THE PEPSICO 10 Pepsi has tried a number of different approaches to brand ecosystems. One of the most interesting ones is the PepsiCo 10, an entire startup incubator for digital media and marketing companies. In 2010, Pepsi chose 10 USA companies to support; in 2011, it moved to Europe in search of 10 new companies; in 2012, it went to Brazil, where the program is ongoing as I write this. Here are some examples from the 2010 USA startups: • Breakout Band: an online platform that allows musicians of any level to create and share music. • TvTak: a visual recognition mobile application that provides an additional level of engagement for consumers watching a TV ad or program. • Tongal: offers creative people the unique opportunity to work with companies that need new and original video content by crowdsourcing content and production. Domain Authority 90 Linking Domains to Domain 13,321 Facebook Page Likes 17,587,554 Twitter Followers 2,240,108 After narrowing the list of companies, Pepsi publicizes the top 10 and pairs each with one of its many sub-brands. The startup gets the chance to work on a hugely prominent ad account, and Pepsi gets innovative marketing. One problem for digital marketing departments at world-spanning brands is that their size can make them clumsy, and their entrenched position can stifle creativity. This is part of the reason that brands have historically hired agencies, and it‘s part of what Coca-Cola is trying to counteract by enfolding and encouraging small-time creatives like Dusty and Michael J. Pepsi‘s bold approach with the PepsiCo 10 has created a brand ecosystem that gives them both feedback from and input on the future of digital media and marketing strategy. In fact, the PepsiCo 10 is – in many ways – an ecosystem of ecosystems. I‘m most intrigued by Tongal, the company that crowdsources video content and production. At Tongal, brands put out calls for video content of all kinds, and users respond with pitches. And Tongal is now used by many huge brands other than Pepsi. Right now, I‘m looking at a Tongal call from Johnson & Johnson, which is thinking about making a webseries called Band-Aid: Full House and Family Matters. Modern Family and Parenthood. Old beloved and instant-classic comedies that also have heart. They are funny and entertaining, yet heartwarming. Their themes are family-friendly, but they deal with everyday issues in an interesting way. The dance between comedy and drama is a delicate one, but when done right, it makes for a compelling narrative. BAND-AID® has tapped the Tongal community to create a series that captures this magic: you choose the characters, the wacky comedic situations, and the tear-jerking tender moments that tie them altogether. The goal here is to produce a pilot that could be developed into a longer series, so make sure the stories are entertaining to watch, share, and will ultimately make people come back to see what happens next. Filmmaker Kent Yoshimura has made a bunch of money by working with brands on Tongal. ‗I started off with McDonalds,‘ he told me. ‗I didn‘t win the first prize, but my video got 250,000 views on YouTube. From there, I got in with Ford and other companies.‘ According to Yoshimura, Tongal has done a good job of bridging the gap between brands and individuals: ‗All of the Tongal people are extremely communicative,‘ he said. ‗If you have any problems with any of the brands, you can approach them.‘ However, Yoshimura also noted that the Tongal ecosystem has evolved to the point where it‘s hard for individual creatives to compete. ‗For me, currently, it feels like Tongal has producers that have money to spend. They‘ll gamble $2,000 on a project hoping for a $10,000 prize. I don‘t have that financial power behind me, but it‘s exciting to see it evolve.‘ Presumably, this will make Tongal less of a creative sandbox, but it will also raise the bar on the quality of Tongal submissions. Overall, it looks like Tongal is doing great. Does that mean that Pepsi is profiting? I contacted Tongal cofounder James DeJulio and was surprised to learn that Pepsi didn‘t actually invest money in the PepsiCo 10 – so the brand isn‘t seeing financial dividends. He also mentioned that Pepsi‘s approach to their mentees was disorganized. ‗In the early days, having [Pepsi sub-brand] Brisk was a huge win for us and our community, and I don‘t want to downplay that,‘ said DeJulio. ‗But if I was Pepsi, I would have made an actual equity investment these companies – so Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 117
  • 118. that everyone‘s incentives were aligned for the long term partnership. And although Pepsi paired us with Brisk as part of the win, it wasn‘t well-planned and they had to work to find the budget after the program.‘ Still, DeJulio was careful to express gratitude for the exposure and connections that Tongal gained from Pepsi. And in an interview with Forbes, Pepsi executive Josh Karpf made it clear that that‘s the real bottom line: ‗It‘s really about investing in talent and relationships and building a network of companies…. We look at this as an investment in digital innovation that pays off in immediate programs and in long-term relationships.‘ Morals of the Stories: ECOSYSTEM CONCLUSIONS Facebook is the top example of a brand ecosystem, and it‘s worth looking at their cycles and interdependencies. Not everyone can be Facebook, of course, but other brands can create great ecosystems too – or they can invest in the larger ecosystem around them and earn major rewards. Some tactics include: Subscribe by email Don't miss any of Distilled‘s leading-edge content. Sign up to the mailing list here: Subscribe • Treat outside content innovators nicely, including people who use the brand in ways it‘s ―not designed for.‖ Coke is the standout here, but many brands have realized that individuals outside the company will come up with amazing things – and that people will be encouraged to contribute more as long as the brand handles them right. Outsiders sometimes even develop innovations intended to catch a brand‘s attention, like the creators of the IKEA Now app. • Create opportunities for innovators to approach the brand. PepsiCo is doing this on a very large scale with the PepsiCo 10, which creates a brand ecosystem of whole new marketing companies. But this doesn‘t have to be such a huge production; Dell‘s IdeaStorm and IKEA‘s Share-Space are good examples, too. Even moderate weight gain increases heart attack risk Sue Dunlevy National Health ReporterNews Limited NetworkOctober 23, 2013 7:30PM Melbourne scientists have developed a test that could help put an end to obesity. Putting on weight will dramatically increase your chance of having a heart attack even if you exercise and don't smoke. Every five point increase in BMI will increase your risk of a heart attack and angina by 23 per cent, new research from the ANU and the Heart Foundation has found. CAUSES: Events that can prompt a heart attack EXPERTS: Treat obesity like cancer Doctors and public health experts used to think only people with very serious weight problems were at risk of heart disease, says study author Professor Emily Banks. "These are the first large-scale Australian data that show us that there is no "safe" level of overweight," Professor Banks said. "If you want to minimise your risk you need to pay attention to your weight," she said. The study found those at lowest risk of a heart attack have a BMI of 20-22.5 and it increases gradually from there. Moderately overweight people (those with a BMI 25-27.5) have a 43 per cent higher risk of a heart attack. For those with a BMI above 32.5 the risk of a heart attack is doubled. The study found weight gain alone was enough to increase your risk of a heart attack, regardless of smoking status, exercise level or diabetes. But Professor Banks says this does not translate into a message that exercise won't reduce your heart attack risk, it will. "Exercise will reduce your risk of a heart attack but it won't cancel out the risk of being overweight," she said. In other words you need to both exercise and keep your weight under control to reduce the risk of a heart attack, she said. Heart Foundation National Director Dr Rob Grenfell says the latest Australian Bureau of Statistics Health Survey shows almost two thirds of the adult population is overweight and obese. "The average excess weight is nine kilograms which is equivalent to the weight of a spare tyre," Dr Grenfell said. Australians who were obese with a BMI of 30-40 were carrying excess weight that was equivalent to "a full set of tyres and a spare wheel," he said. "With the spring racing upon us we know that five to one odds can be good in a horse race but the race to a heart attack is certainly not one you want to win," he said. "This study highlights that as you put more weight on you become the race favourite - the race is doing real damage to your heart." The research comes from the Sax Institute's 45 and Up Study which tracks almost 270,000 Australians aged 45-103. This study removed those who already had heart disease, those with cancer and those with a BMI over 50 and followed the remaining 158,000 Australians with no history of heart disease over four years to see how weight gain increased their heart attack risk. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 118
  • 119. Marketers need 'systematic retooling' NEW YORK: The rapid pace of change in the digital world is resulting in the evolution of the marketer, who is taking on new roles as peacekeeper, navigator and student, a leading industry figure has argued. Nick Johnson, CEO of Incite Marketing and Communications noted in a white paperthat there had been "a radical shift in the power dynamic between brands and their consumers", thanks to the rise of social media and the ease with which people could now ignore ads. The consequences of this were that they increasingly expected to have authentic and relevant conversations with brands. Marketers had to cope with more channels, more data and ever-faster response times while attempting greater "customer-centricity". In feedback from over 1,000 marketing executives worldwide, Johnson found that only 8% did not agree on the need for their businesses to be more closely aligned to customers. But achieving this will entail significant change for most of them. As Claire Burns, chief customer officer at insurance company MetLife, remarked: "To be customer-centric requires a systematic retooling of almost everything that you do". One of the biggest challenges faced is the creation of multi-channel strategies, as three quarters said this aspect of their business was not as developed as it should be. And only 29% were able to report that all customer touchpoints were the responsibility of one unified team. In the absence of a single team, Johnson suggested that "the next best alternative is a clearly defined brand voice that all touchpoints conform to, and an improvement to existing CRM systems to ensure a conversation started on Instagram can be finished on Twitter". Marc Spreichert, CMO at L'Oréal USA, explained how a centralised insights function meant that "we're now really able to follow our consumers whichever channel they move in", with the result that brand positioning had improved. Johnson expected marketing to operate in greater collaboration with other departments in future, with marketers leading the way towards customer-centricity and having to negotiate internal disputes to achieve this. At the same time, marketers will be analysing reams of data to inform not only future marketing plans but also future corporate strategy. "You must have clarity on the path the business wants to take, and you must make adequate preparations before embarking on the journey," Johnson recommended, whether augmenting CRM systems or more clearly defining brand voice. But the most important role for marketers was likely to be that of a student, as they learned from IT how to better process data, from peers how to navigate key measurement and execution challenges, and from customers to understand what engaged them. Data sourced from Incite Marketing and Communications; additional content by Warc staff , 23 October 2013 80% of smartphone users prefer to read content on a desktop. Seven in ten smartphone users expect the same quality of content experience across all devices, according to new research from Vibrant Media London, 21st October 2013 —(PUBLISHER)— With the Association of Online Publishers estimating that one in every three page views now comes from a mobile device, consumers are increasingly using their mobile to browse. However, Vibrant's study reveals that most owners of handheld devices - 81% of smartphone users and 71% of tablet users - still prefer to consume content on their desktop or laptop computers. Building upon research which showed that 68% of the UK's top print publications lack a digital site which renders effectively on mobile devices, Vibrant's latest study demonstrates a growing consumer demand for publishers to provide an optimised content experience for all digital devices. "Consumers now expect to consume content on their handheld devices just as comfortably as they do on their desktop and laptop computers - but don't feel that publishers' sites will match their expectations," said Tom Pepper, managing director UK of Vibrant Media. "A separate, fully optimised mobile site is not an absolute necessity to give consumers an effective mobile experience. Publishers just need to ensure that the editorial of their web sites renders effectively on handheld devices and start replacing desktop-only ad formats with much nimbler ads which work across desktops, laptops, tablets and the small screen format of smartphones." Pepper explained that many publishers are still reliant on ad formats developed for desktop devices to serve consumers on handheld devices, which often either obscure editorial or are difficult to see. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 119
  • 120. "Such clumsy ad display is a big problem," added Pepper. "It contributes to consumers preferring to consume content on a device other than their smartphone or tablet device, which in turn prevents publishers from realising the revenue they can gain from mobile traffic. "It's also a big problem for advertisers as 51% of smartphone and tablet users say they mostly initiate ads on their mobile devices by mistake." About Vibrant Vibrant Media (www.vibrantmedia.co.uk) is the world‘s leading provider of in-content contextual technology that gets brand content and advertising discovered across platforms. With over 6,500 premium publishers, reaching more than 250 million unique users per month (comScore, 2012), Vibrant gives top brand marketers the opportunity to deliver highly targeted, user-initiated campaigns, within relevant text and images. Vibrant works with top brand advertisers such as Microsoft, Unilever, Chrysler and AT&T. The company was founded in 2000 and has offices in New York, San Francisco, Detroit, Chicago, Los Angeles, Boston, Atlanta, London, Paris, Hamburg, Munich and Dusseldorf. For more information about Vibrant, please visit www.vibrantmedia.co.uk orwww.facebook.com/vibrantmedia or www.twitter.com/vibrantmediauk. Vibrant‘s blog with insights on the digital marketing industry can be found at www.RelevanceMatters.com Publishers must optimise for all devices LONDON: The majority of mobile device users prefer to consume content on desktops or laptops, according to new research, even though they are increasingly using those same mobile devices to browse. A study from Vibrant Media revealed that 81% of smartphone users and 71% of tablet users would rather use their desktop or laptop when it came to consuming content. This built on previous research showing that two thirds of the UK's top print publications lack a digital site which renders effectively on mobile devices. Tom Pepper, managing director of Vibrant Media, UK, said that consumers now expected to be able to use any device comfortably, but said they "don't feel that publishers' sites will match their expectations" as regards mobile. He added, however, that a separate, fully optimised mobile site was not a necessity to give consumers an effective mobile experience. Publishers could just ensure that the editorial rendered effectively on handheld devices and at the same time they could replace desktop-only ad formats "with much nimbler ads which work across desktops, laptops, tablets and the small screen format of smartphones". Despite the explosive growth of smartphones and tablets in recent years, Pepper noted many publishers continued to rely on ad formats that had been developed for desktop devices to serve consumers on handheld devices. But these tended to either obscure editorial or were difficult to see. "Such clumsy ad display is a big problem," he stated. "It contributes to consumers preferring to consume content on a device other than their smartphone or tablet device, which in turn prevents publishers from realising the revenue they can gain from mobile traffic." At a basic practical level such ads were also problematic for advertisers as half of smartphone and tablet users said they mostly initiated ads on their mobile devices by mistake. Data sourced from Vibrant Media; additional content by Warc staff, 23 October 2013 Leading Retailers On YouTube Become More Visual by Laurie Sullivan, 3 hours ago Tuesday, Oct 22, 2013 Retailers using video to drive sales, direct-response sales and brand awareness continue to pick up on YouTube. Steve Arthur, head of industry for retail at Google, provides some tips for those who want to ramp up their brand channel for the holiday season. "Search marketers have become more valuable," Arthur says. "At one time they were not seen as a major part of an organization, but now they are looked upon as some of the smartest marketers because they have become more strategic in thinking across media. They can use the same skills in other media. Search has an auction-media dynamic. Display and video also have an auction-media dynamic with similar required skill sets." Arthur views YouTube as the digital shelf in a virtual store window where consumers can see the product without going into a physical store. He said 89% of retail purchases are influenced by digital. Some 1 billion unique monthly viewers watch about 4 billion hours of YouTube video content monthly, according to Google. Google data also suggests that four in 10 consumers watching an online video about apparel will go to their physical store or visit the Web site. Defining Goals: Arthur offers up advice for defining goals and creating engaging videos based on successful strategies from brands. The successful YouTube brand channels tend to have clear goals. Sometimes they offer engaging lifestyle tips from sites like Macy's or Rue La La, or adventure videos from North Face. Product-specific videos might offer information on feature differences, and how-to videos from sites like Sephora offer do-it-yourself (DIY) tips. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 120
  • 121. Creating Engagement: The production quality shouldn't be the No. 1 priority, although marketers should remember that quality projects a brand image. Make sure the quality appeals to the masses, but it doesn't require a production studio to shoot the clip. Discoverability: Distribution is an important factor. How will consumers discover the video? Some retailers just push videos to the site and hope for the best. Successful retailers organize videos into playlists based on topics to help searchers find them. LL Bean does a good job, Arthur says -- although they offer outdoor videos, product-related, and a whole lot more. They're grouped together, so if the viewer likes one they are likely to want to watch more. Marketing: Don't just upload videos and walk away, Arthur says. Promote it. Don't build a brand channel and hope the audience will come. It's as much of a social strategy as an ecommerce strategy. Read more: http://www.mediapost.com/publications/article/211795/leading-retailers-on-youtube-become-morevisual.html?edition=66058#ixzz2iUvtuSnt It's A Fickle Thing, This RTB Stuff by Tyler Loechner, Oct 21, 2013, 3:34 PM When recent data came out saying that negative news cycles decrease competition inexchange-based marketplaces, my first thought was that automation, despite all its coolness, does not yet reign supreme. People tout its abilities, but in the end humans still make the call, such as not advertising when negative real world events are happening. "The humans are still proving to be valuable in this automated world," Andrew Casale, vice president of strategy at Casale Media, said. "Hopefully they will continue to be." That's one example of how perception — or at least hype — might not be reality. But I think that the bigger point is hidden in the second part of Casale's statement. He can only hope humans will continue to be valuable in the automated world. Of course humans will always matter, but nobody really knows how much. The market doesn't have standards or precedents. Should everything be automated? What's the best way to do programmatic? People are fickle about things as they feel it out. The data showing the impact real world news has in the programmatic world came from Casale Media's latest Index Quarterly Report. The same report has some other data that shows how quickly things can change in the exchangebased marketplace. For one, there were serious differences between the number of demand-side platforms (DSPs) advertisers used in Q1 vs. Q2 in 2013. Additionally, which advertisers were spending on RTB campaigns and how much they were spending changed drastically. In the first quarter, 78% of the market's money went through just five DSPs, with the most used DSP alone seeing 35% of the money. In Q2, the most used DSP's share dropped to 21% and the top five's collective share fell to (a still high) 70%. AT&T was the highest spending brand in both Q1 and Q2 in the programmatic world, and in Q1 they spent a lot more than anyone else. For every dollar AT&T spent on exchanges in Q1, GM, the second highest spending brand that quarter, dished out just 17 cents. Verizon, the 10th highest spending brand in Q1, spent just $0.08 to every dollar AT&T spent. However, the range of spending was much closer in Q2 — as were the spenders. Chrysler, the 10th highest spender in Q2, spent $0.41 to AT&T's dollar. Priceline was the second highest spender in Q2 after not even being in the top 10 in Q1. Casale rhetorically asked: "Is Q2 a strong quarter for travel, or did Priceline just put a lot of money into programmatic [then]?" He admitted he can only speculate as to why things like that are happening. I asked Casale if he thought it was fair to call the RTB marketplace "fickle." "My counter to that would be…that the market is growing pretty fast. Consistent trends quarter-over-quarter are going to be hard to [continue] because we are dealing with different demand each quarter," he said. "The other thing I would say is that advertising in general is cyclical. The comparison shouldn't be Q4 to Q1. We should be looking at last Q4 to this Q4." Of course, Casale is right in calling advertising cyclical. Seasonality and real world events have always had a huge impact on it. But the classic H and five Ws — who, what, where, when, why, and how — are still changing in the RTB world, as are people's loyalties and investments. 1 comment on "It's A Fickle Thing, This RTB Stuff". 1. Anni Paul from BoscoSystems commented on: October 29, 2013 at 11:07 p.m. I don't know, Tyler. I mean, you raise some valid points, but there's an awful lot of potential out there for rtb, especially with regard to mobile. Personally, I'm optimistic. And I think the stuff Twitter, Airpush, Millennial Media and others are doing on mobile RTB illustrates the growing faith that major power players have in mobile rtb... http://www.airpush.com/what-is-mobile-rtb-and-why-should-i-care/ Automation Will Run Your Entire Ad Campaign Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 121
  • 122. by Laurie Sullivan, Oct 21, 2013, 1:49 PM See the headline? For generations, many have believed that machines can do things better than people. How many times will you see a search ad before getting disgusted and thinking enough is enough? There are checks and balances for search, but they don't seem to always work. Automation continues to play a bigger role. Marin Software, through its newly created Labs unit, this morning introduced a tool that senses shifts in ad position and increases or decreases bids to keep the paid-search campaign in the top spot. Some of the processes in search marketing have been automated for years -- even bid automation -- but expect to see more aims at improving returns from the Google AdWords, Yahoo/Bing Network, adMarketplace, and affiliate networks in the coming year to improve reach, personalization and performance. Similar in display ads, audience measurement provides insight into how often and what part of an ad gets seen. It's a tool to audit media purchases, and optimize campaigns. It provides a summary of key audience metrics like total impressions, unduplicated reach and frequency, GRPs, and targeting efficiency. Media Analytics company InsightExpress released a tool this morning to monitor demographic profiles like age, gender, income, race, presence of children, marital status, education and employment. It also supports behavioral data to monitor Web site visits and inventory that run through ad networks, trading desks and Data Management Platforms (DMPs). They call it MediaInsights. While there has been focus on in-view metrics as a source of wasted media, "the elephant in the room, in terms of waste, is not in-view metrics, but rather the over-saturation of ad frequency across multiple browsers, devices and locations" that isn't captured by traditional audience reporting, said Marc Ryan. He describes "in-view metrics" as a measurement focused on impact of placements above or below the fold, how long it was seen, and more. Industry folks know that as "viewability." Automation will improve return on investments. Analyzing 100 billion impressions, analysis by InsightExpress reveals that the average digital campaign wastes 53% of impressions from oversaturation, meaning that more than half of advertisements served to consumers are worthless or unnecessary. When it comes to display ads, some media buyers have assumed their media gets capped, but flaws in the technology and unreliable cookie data to control frequency still exist. Traditionally, most common approaches to collecting impression data have been based on cookies subject to deletion or metered solutions that only cover home online behavior and a fraction of a consumer's total devices. InsightExpress drew a sample from the more 1,100 campaigns and identified that the frequency calculated using browser cookies was understated by 64% and frequency calculated using meters was understated by 23%, as compared to frequency data collected with MediaInsights. All in the name of real-time marketing, personalizing, and optimizing. "Robot" photo from Shutterstock. Who Killed the Magazine App? 97% of Newsstand apps are now free By Lucia MosesOctober 20, 2013, The Press The Association of Magazine Media (MPA), the magazine publishers trade group, this month reported some seemingly encouraging results for an industry that‘s become all too used to bad news. While print advertising—still by far the lifeblood of the magazine business—continues to contract, ad units in magazine tablet editions have soared 22 percent so far this year versus last. It would appear reassuring for publishers desperate to grow their businesses beyond the core yet shrinking print product. But the fact is that many of those tablet ad units are merely pickups from print—meaning that advertisers paid not a nickel for them. While the tablet has dominated conversations inside the halls of publishers and at industry gatherings like this week‘s American Magazine Conference in New York—and may well still represent the future—it has not turned out to be the savior the industry had hoped for. It says something that the tablet isn‘t even on the agenda at the publishers convention this time around. Meanwhile, many of the industry‘s most fervent tablet evangelists have moved on from their pulpits—among them, Meredith Corp.‘s chief digital officer Liz Schimel, now with Condé Nast China; Time Inc.‘s Terry McDonell, who stepped down as group editor for sports; Daniel Bernard, The Wall Street Journal‘s original app architect, now at Time Inc.; and Scott Dadich, Condé Nast‘s tablet czar, now editor of Wired. Three years after Apple unveiled the iPad and revolutionized the way consumers interact with content, tablets still account for a tiny share of magazine readership—just 3.3 percent of total circulation. Not taking into account the topselling digital title, Game Informer, which boasts nearly 3 million digital copies, the number slips to 2.3 percent. The problem isn‘t the device itself. Tablet sales are still growing at a brisk clip. By 2017, tablet users are projected to number 160.7 million, or about half the population, up from 128 million this year, reports eMarketer. And consumers who do opt to read magazines on a tablet apparently love the experience. Publishers‘ internal research indicates that the time readers spend with tablet versions is comparable to print. This, even though digital magazines, like print, still must compete with other media for consumers‘ attention. Boston-based research firm Mequoda found that magazine reading ranked 11th in daily activities on the iPad, with 6 percent of tablet users doing Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 122
  • 123. so—far down the list from such activities as searching the Web (65 percent), going on Facebook (44 percent) and playing games (43 percent). Publishers falling short of commanding consumers‘ attention is not for want of trying—magazines have aggressively marketed their digital editions, to be sure. However, a number of obstacles seem to be just as aggressively working against the success of the tablet magazine. The infrastructure for buying apps is one persistent problem. Maddeningly, app marketplaces don‘t make it easy to find digital magazines, subscribe to them or gift them to others. And once a reader does go to buy an app, the download time can be a turn-off. EvenNext Issue Media, the magazine consortium-backed e-reading platform, doesn‘t make the process so smooth, requiring users to sign up online before downloading a digital issue of the publication. The difficulty in buying digital editions has hampered the industry‘s growth, affirms the MPA‘s president and CEO Mary Berner. ―What we‘ve seen in tablets is, once a consumer has a magazine, there‘s a high level of engagement,‖ she says. ―So how do you remove the friction to buying something and make the experience better?‖ Then, there‘s the design—or lack thereof. The tablet became a phenomenon in large part because of its lush, interactive elements. But when it comes to magazine apps, not only do the ads tend to replicate print, so does editorial content. For the large part, magazines are still cranking out plain-vanilla apps that feature little in the way of the bells and whistles that the devices offer and that consumers crave. Mequoda found that the most common complaint among digital magazine readers, in fact, is that digital versions offer nothing special or interactive. There‘s a good reason publishers have not been more innovative—they are encouraged not to be. The Alliance for Audited Media (formerly the Audit Bureau of Circulations), the gatekeeper of magazine sales data, actually encourages the replica model by requiring that digital magazines include, at a minimum, the same editorial content as print editions if they‘re to be counted as part of a title‘s total paid circulation. Because ads are sold against that total paid circ number, nearly all magazines follow the AAM‘s strictures. It is a frustrating predicament for consumers—and also for advertisers. According to one media buyer who does business with major magazine publishers and did not want to be identified for this story, the print-to-tablet model leaves much to be desired. ―Ads can appear differently in terms of orientation, position, URL activation on some devices but not others, etc. Given the inconsistency among publishers and titles within their portfolios on pricing, forms, process and metrics, it has been a challenge to develop an overarching tablet magazine strategy for our clients,‖ says the buyer. And yet, with such relatively low readership numbers, there‘s little motivation for advertisers to invest in specially tailored ads for digital editions—which is why so many digital ads simply replicate print ads and are a free add-on to print. Naturally, publishers simply cannot justify the expense of creating apps for the hodgepodge of different devices in the marketplace. While they may create an app for the iPad, the market leader, versions for other devices tend to be bland replicas. ―What most magazines are doing today isn‘t much more advanced than what they were doing in 2010,‖ says Joe McCambley, co-founder and creative director of The Wonderfactory, a digital media and advertising design company. ―Magazines got things off the ground, and then everything came to a screeching halt.‖ But not for all publishers. The Atlantic, for one, opts to not include its digital edition in total paid circ so that it can maintain more flexibility in the design and content of its app. ―If people are trying to keep their rate base, that‘s going to stifle innovation,‖ says M. Scott Havens, president of The Atlantic. ―We decided we‘re not worried about the rate base—we want to create a better reading experience, and we‘ll monetize it with advertising.‖ The Atlantic is in the enviable position of meeting its circ promise to advertisers independent of digital sales, and of earning as much revenue from its digital products as print. (The Atlantic‘s average total print circulation is 477,990; the magazine would not divulge digital sales.) The Atlantic is one of the magazines that makes its content available via Flipboard—an innovative app that represents both the promise of and the challenge for digital magazines. With 90 million users, the popular aggregator app bills itself as a way for magazines to put their content before potential subscribers. But some titles, including Condé Nast‘s Wired andThe New Yorker, have shunned Flipboard over concerns it is a replacement for rather than a driver to their brands. Even publishers that believe they need a presence on the app have expressed reservations. ―If there are 90 million people, you have to be there,‖ The Atlantic‘s Havens points out, while admitting he has no way of knowing whether his magazine gets any actual subscribers via Flipboard. Despite the pitfalls, there are encouraging developments on the digital magazine front. Wired is enhancing its November iPad edition through a deal with MasterCard that will let readers shop from its pages without leaving the app. Hearst is rolling out a feature allowing its app content to be more sharable on social media and a universal design letting it publish one time across various devices. ―It‘s a little bit maddening‖ to have to approach devices one by one, said Chris Wilkes, vp of Hearst‘s App Lab, ―and it certainly isn‘t scalable.‖ Both Hearst‘s Esquire and The Atlantic have introduced weekly apps that provide a way for them to connect with consumers outside the magazines‘ regular publishing cycles. Such apps could be a way for magazines to get around the discovery (and rediscovery) problem. ―You have so many choices,‖ Havens says. ―You‘ve seen the data on the number of apps people download and the number people actually open every day. And when they open, they‘re probably opening [The New York] Times and [The Wall Street] Journal more often than they‘re going to The Atlantic.‖ Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 123
  • 124. A similar tactic has worked for New York magazine—like The Atlantic, far ahead of the rest of the industry when it comes to growing the digital business. When it relaunched its app last spring, New York blended its weekly content with daily updates to encourage repeat visits. In the span of just a few months, New York saw users of its app return more often to the app during the week. Given that consumers open so few apps on a regular basis, New York saw the imperative of keeping its content fresh. ―If you‘re only in the game once a month, the chance people are going to put you in their diet every single day are relatively low,‖ explains Michael Silberman, the magazine‘s digital gm. New York also believes its ―freemium‖ approach—giving consumers immediate access to content rather than making them buy before trying, as other apps require—has encouraged repeat visits and purchases. (New York‘s app sales of 12,000 are still dwarfed by the 18 million monthly unique visitors to NYmag.com and its other sites, however.) While tablet sales are still through the roof, how consumers are using the devices could spell still more bad news for publishers. Tablet users spent 66 minutes per app per month as of this past June, down from 80 minutes in January, according to Flurry. And while we love our mobile devices more than ever, apparently we‘re more drawn to the smaller screen. In the same period, time spent on iPhone Newsstand applications increased to 20 minutes from 11 per app per month. Then, there‘s the issue of giving away the product for free. Magazine publishers, seen as having for so long failed to take full advantage of all the Web has to offer, heralded the tablet as a digital do-over of sorts, an opportunity not only to showcase the kind of content they‘ve always excelled at via a machine seemingly meant for the medium, but also to persuade consumers that content was worth paying for. And yet with the tablet, as with the Web, the trend has continued toward content that‘s gratis—and that practice is accelerating. Ninety-seven percent of iPad Newsstand apps were free to download this year, up from 73 percent in 2011, according to Flurry. (While it's true that many magazines require a purchase after a free download—Adobe data supplied by MPA show 22 percent of magazine apps are free, with the rest sold as single copies, digital subs and print/digital bundles—few are generating significant money from apps.) The tablet may still represent great promise for magazines. But so far, it‘s a promise nowhere near being fulfilled. Platform Providers Bring Digital Ad Buying To SMB Market Oct 21, 2013 Richard L. Tso ADOTAS — According to recent research by BIA Kelsey, small and medium-sized businesses will continue to shift their marketing budgets towards digital advertising. The firm predicts that by 2015, SMBs will allocate 70 percent of their marketing budgets to digital and online media. You may have caught my recent story about how the ad management process has quickly become a huge, unwieldy mess for advertisers to manage. As of late, a few emerging players have identified the SMB market as the one with most promise. Currently there aren‘t many solutions that cater to ad spends of less than $100,000 per month. But now AdStage and now Dispop are among the firms working to allow savvy SMBs to tap into the ad targeting and retargeting capabilities across the Web and on Facebook. ―SMBs are desperately looking for ways to grow their business and reach new customers and online advertising has proven to be an extremely powerful channel,‖ said Sahil Jain, CEO of AdStage. ―But there are many ad networks across search, social, mobile and display and managing campaigns across these networks are different without the proper tools.‖ AdStage is an ad platform designed to build, manage and improve ad campaigns across several ad networks in a single location, including Facebook Ads, Google Adwords, Bing/Yahoo and on LinkedIn. While there are larger ad management competitors like Marin, Kenshoo and Adobe Marketing Cloud, they really don‘t focus on serving the smaller SMB market since they are relatively expensive, require large minimums and require extensive training and account managers to get up and running. Last week, ad design company Dispop announced its own play to help SMBs get a 360-degree view into campaign creation, deployment and performance. Dispop works by allowing advertisers to set a budget, set the targeting criteria, choose the types of sites their ads will appear on, as well as order or provide custom creative. Dispop also integrates with major programmatic exchanges like: AppNexus, OpenX, Rubicon, Pubmatic, BrightRoll, Google and Facebook Exchange (FBX) for both direct targeting and retargeting from a single dashboard. ―After launching our ad design marketplace in July, we quickly realized that the ad-buying process is intimidating, disjointed, and confusing for advertisers just getting started,‖ said Ayal Ebert (pictured), CEO and founder of Dispop. ―We decided to build-out and extend our platform to help streamline the entire ad process from ad creation and targeting to delivery and analytics. Since the SMB market is poised for tremendous growth in digital ad spend, we are anticipating this pivot and are offering the first DSP for SMBs to meet this need.‖ Earlier this year, Dispop announced its that it had secured $600K in seed funding to launch its first-generation innovative crowdsourced ad design marketplace that allowed advertisers to tap into a vast network of designers, A/B test multiple banner variations and find the best performing ads for their online campaigns. This latest news extends the focus of the platform by enabling SMB advertisers who would like to run integrated media campaigns. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 124
  • 125. Storytelling Tips from the Roller Derby Queen Posted October 19, 2013 ―Gonna‘ tell you a story that you won't believe,but I fell in love last Friday evenin'with a girl I saw on a barroom T.V. screen‖ ~ Jim Croce, ―Roller Derby Queen‖ I suspect you‘ve heard this before: people seldom remember what you said, but will remember how you made them feel. Enter the art of storytelling. Stories carry emotional impact. Whether you‘re writing a blog post, giving a presentation, or delivering any sort of content in any forum, you want to strum on the heartstrings of your audience. Stories get it done. Many of the great songwriters manage to pull it off in just three or four minutes of narrative. Jim Croce was one of the greats, a master storyteller. Many of his biggest hits hit you in the heart with stories rich in characters: Operator, You Don‘t Mess Around with Jim, Bad Bad Leroy Brown, Workin‘ at the Carwash Blues. I was playing Croce‘s tunes and got lost in the funny story in ―Roller Derby Queen.‖ After, as I often do, I got out my guitar and played my sad imitation of the original and it got me thinking how well Croce tees up the story and takes advantage of so many of the elements of storytelling in just one line, the opening line. I say we examine his first line and toss around some of the ideas that serve as great storytelling tips. ―Gonna‘ tell you a story that you won‘t believe….‖ Very nice. Croce increases anticipation immediately. He introduces a promise, a little foreshadowing, and fills us with a little sense of curiosity and suspense right from the get-go. The best stories always have these elements. There‘s an instant gap, a cliffhanger of sorts. A ―little story…‖ Cool. We like stories. ―…that you won‘t believe..‖ Great storytellers set ‗em up with intriguing prefaces like this. ―…but I fell in love last Friday evenin‘…‖ Here are some more elements of great storytelling. First a theme: love—clearly one of the best of them all because it‘s so universal. As a reader/viewer, when you gather the central theme of a story, you begin to make a decision about whether you‘re going to stick around or not, based on your interests. Say it‘s clear the theme is crime, or sports, or travel—all popular themes. You have feelings for or against various themes. For instance, call me an unmanly man, but I steer clear of sci-fi, fantasy, and what I call ―explosion‖ films and books. When it comes to fiction, I‘m all about interesting characters and the trials they face. I know what I do and don‘t like, as do you. Themes clearly relate to what we do as bloggers. Generally you can count on the headline to put forth a theme. In these online marketing circles you and I traverse, you‘ll find common themes like social media, content marketing, analytics, ecommerce, and so on. There are those you can‘t resist, those you‘ll tend to ignore and many more in between where the theme alone won‘t do. The hook matters too. ―… last Friday evenin‘…‖ Here‘s another storytelling element: a time. Once again, we can take a cue from this nugget. In Croce‘s song it probably could have easily been Saturday night, but nonetheless, the mention of Friday night adds another nice color. Ask yourself: will the time be key to your story? If so, will you reveal it up front? Your story might reach way back in time. It might review the current year or decade. It might look forward. Stamping your story with a time and place is bound to serve it well. Ah, and speaking of place, Croce goes on… ―…with a girl I saw on a barroom TV screen.‖ Did I tell you this was a classic opening line? Croce now lays on us two awesome elements: a character and place. Just a second earlier we learned we have ourselves a love story. Next we have our main characters: the story‘s narrator and the girl. Perhaps that‘s not an amazingly unique cast, but just a second later comes the twist, a conflict. Great stories always have a conflict, right? Often it comes by way of a character, the villain. Sometimes the villain is a circumstance, as we have here. Croce‘s fallen in love with a girl on TV. That could be a problem. And, of course, it only gets more interesting. We‘re soon to learn the object of his affection is a roller derby queen. Hook city! And if there was ever a songwriter who could develop a character in the confines of three-minute ditty, it‘s Jim Croce. She was five foot six and two fifteen, a bleached-blonde mama with a streak of mean. She knew how to knuckle and she knew how to scuffle and fight. And the roller derby program said that she was built like a ‗fridgerator with a head. Her fans call her ―Tuffy,‖ but all her buddies called her ―Spike.‖ Now that‘s what you call painting a picture with words. It‘s time to tell your story. The division between storytelling and marketing has dissolved. Stories play on people‘s fears and emotions. With stories, brands connect with readers on a more human level. I like how Shane Snow explains the power of storytelling in ―This Will Be the #1 Business Skill of the Next 5 Years.‖ Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 125
  • 126. As the majority of corporations start thinking of themselves as publishers, the defining characteristic among the successful ones will be the ability to not just spew content, but to craft compelling stories… No one cares about your marketing goals. But everyone likes a good story. The businesses that can tell one will have an increasing advantage. Ship Tracking Hack Makes Tankers Vanish from View A system used by ships worldwide to broadcast their location for safety purposes lacks security controls and is vulnerable to spectacular spoofing attacks, researchers show. By Tom Simonite on October 18, 2013 WHY IT MATTERS Hundreds of thousands of commercial and passenger watercraft worldwide rely on the AIS system for sharing shipping movements. Off course: Spoof radio signals convinced an online ship tracking service that this fake craft had traveled on a path near Italy that spelled out the hacker term ―pwned,‖ which describes a system that has been compromised by an attacker. A system used to track shipping vessels worldwide has been shown to be easily hijacked. Researchers found that it is possible to cause fake vessels to appear, real ones to disappear, and to issue false emergency alerts using cheap radio equipment. Researchers with the computer security company Trend Micro discovered the problem, which stems from a lack of security controls in a technology known asAutomatic Identification System, or AIS, used by an estimated 400,000 ships worldwide. Ships using the system transmit a radio signal with their location and some other details, so that other vessels and port authorities can view a map with all nearby craft shown in real time. International Maritime Organization rules make AIS mandatory on passenger vessels and on cargo ships over a certain size. Lighthouses, buoys, and other marine fixtures also transmit their location using the system. ―We were really able to compromise this system from the root level,‖ says Kyle Wilhoit, a researcher with Trend Micro‘s Future Threat Research team. By purchasing a 700-euro piece of AIS equipment and connecting it to a computer in the vicinity of a port, the researchers could intercept signals from nearby craft and send out modified versions to make it appear to other AIS users that a vessel was somewhere it was not. Using the same equipment and software, it is possible to force ships to stop broadcasting their movements using AIS by abusing a feature that lets authorities manage how nearby AIS transmitters operate. AIS transmissions could also be sent out that make fake vessels or structures such as lighthouses or navigational buoys appear, and to stage spoof emergencies such as a ―man in the water‖ alert or collision warning. No direct attacks were staged on any real vessels. The researchers showed that their spoof signals were faithfully reproduced on the maps provided by online services that monitor AIS data, such as this one. One online service was fooled into showing a real tugboat disappearing from the Mississippi and reappearing on a Dallas lake, and depicting a fake vessel traveling off Italy on a course that spelled out the hacker term for a compromised system: ―pwned.‖ AIS is an easy target because the signals don‘t currently have any authentication or encryption mechanism, making it simple to use software to craft a signal designed to do mischief, says Marco Balduzzi, another Trend Micro researcher. ―All the ships out there are affected by this problem; it‘s not tied to the hardware but to the protocol.‖ Ships and marine authorities also use radar to detect other vessels and obstacles. But AIS was introduced as an easier and more powerful alternative, and people have come to rely on it, says Wilhoit. Balduzzi and Wilhoit collaborated on the research with independent Italian security researcher Alessandro Pasta, and presented their findings at the Hack In the Box security conference in Kuala Lumpur on Wednesday. The researchers attempted to notify several international marine and communication authorities, but only received a response from the International Telecommunications Union, a United Nations agency that deals with global communications policy. ―They seem to be on board with changing the protocol,‖ says Wilhoit, ―but it‘s one of those foundational problems that will take time to fix.‖ AIS equipment has the protocol built in, so rolling out an improved form of AIS requires replacing existing equipment. Even deciding on how to update the AIS protocol and regulations could take some time. The International Maritime Organization, another U.N. agency, is the international authority most directly responsible for AIS design and use, but a spokesperson, Natasha Brown, told MIT Technology Review that she was not aware that any research on AIS security had been presented to the agency. ―This issue has not been formally raised at IMO, so there has been no [internal] discussion or IMO recommendations or guidance.‖ Only a formal paper submitted via a government with IMO membership or an organization with consultative status would lead to any response, said Brown. Marine authorities are already grappling with another navigational security challenge. In August, researchers from the University of Texas used spoof GPS signals to steer an $80 million yacht off course (see ―Spoofers Use Fake GPS Signal To Knock a Yacht Off Course‖). Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 126
  • 127. The Top 7 Reasons Why Mobile Ads Don't Work Dartmouth study sheds light on mobile vs. Web By Christopher Heine October 17, 2013, 2:38 PM EDT ADartmouth researcher's study sheds light on the mobile Web and app users who don't click on ads. On a high level from the study, here are the top seven reasons they steer clear of the ads on smartphones and tablets (with some Adweek commentary thrown in). 1. The screen is too small, per 72 percent of survey participants. Mobile marketers everywhere will want to bang their heads against the wall over that one. And for tablet marketers, the researcher believes most respondents were thinking of their smartphone usage more so than their time on an iPad or Nexus 7. 2. People are just too busy for ads, according to 70 percent surveyed. You mean on-the-go consumers don't have time to kill? No shocker here, either—outside maybe actually not being No. 1. 3. After tapping an ad and going to the landing page, 69 percent of respondents hate it that they cannot easily return to the content they were reading or watching. This interfacing problem can probably be successfully addressed by technologists, can't it? 4. Too hard to get online with cell phones, said 60 percent. There's a 3G joke in here somewhere. 5. Per 54 percent, it's too frustrating when mobile consumption is interrupted. From TV to T-Mobile, some things never change. 6. Ads take too long to load, stated 53 percent. Once again, this one seems fixable long-term on a technological level and can probably be creatively circumvented in the meantime. 7. Consumers are just not in the mood for ads, said 42 percent. Fantastic marketing content could change this attitude, couldn't it? At the same time, Praveen Kopalle, the Dartmouth marketing professor who put together the study, came to a bevy of other mobile-versus-Web-consumption findings. Many of them suggest that while mobile marketers have more opportunities to craftily target ads, they better hit on-the-go consumers' sweet spots because those folks won't be paying attention for very long. The researcher discovered that mobile consumers are on their smartphones/tablets eight times a day for 15 minutes per viewing session. By comparison, Kopalle found, desktop and laptop users sit down with their computers a couple times a day but spend two hours during each session. "People are doing other things while on their mobile devices," he explained. "So the [duration of undivided attention] for mobile is broken up in many pieces." But, the professor said, duration of undivided attention (DUA) is 47.5 percent higher on mobile devices compared to computers. The great DUA for mobile, though, doesn't always translate well for ads. For instance, when mobile users are performing information-seeking tasks such as searching Yelp or Google for local businesses, four out of 10 survey participants said ads do not register with them. "I think it's a profound finding," remarked Anindya Datta, CEO of app marketerMobilewalla. Datta added, "The crucial differences in behavior show that ad campaigns must be planned in a new way. What is critical is wide audience coverage such as that available through demographic targeting rather than narrower intenderbased techniques." And some good news for mobile from Dartmouth's findings. Smartphone and tablet users are heavily immersed in what they are doing, so their engagement is unusually high compared to computers. Per Kopalle's research, 67 percent of consumers find mobile devices more immersive than computers, while 63 percent find mobile content, in particular, more immersive than computer content. So once again, it likely stands to reason that superb ads can work with the mobile consumer. Lastly, to come to his findings, Kopalle of Dartmouth surveyed 200 Americans. They skewed slightly female with a median age of 30 and an average annual income of $52,500. Thirty-seven percent held college degrees, while 39 percent had some higher education. Real Time Marketing Is Bull By Joseph JaffeThursday, Oct. 17, 2013 Earlier this year, I keynoted at the ANA‘s Digital and Social Media Conference. My topic was why it‘s time to stop talking about the next big thing (NBT) in digital. As if that wasn‘t provocative enough, I participated in a Q&A where I was asked to comment on the growth of real-time marketing (RTM). My response went something like this: Well, it makes for a great drinking game…and judging by the number of times it‘s been mentioned at this conference, we‘d all be doing our fair share of drinking! The whole real time marketing is – quite frankly – bull sh1t! Here‘s the thing -- just move quicker. If you can move from elongated 12-month planning cycles to 11, you‘re on the right path. If you speed up to the point where you are operating in ―real time,‖ then kudos to you, but for the most part, it‘s much more realistic, practical and pragmatic to focus on being more agile, adaptable, flexible and nimble. I kind of regretted the BS part of the response for about a millisecond, but honestly, I think it was important to put that line in the sand. Don‘t get me wrong, I think the ability to react or ―proact‖ in real time is a worthy -- and aspirational -goal, but it‘s pretty much elusive for about 99% of the entire market. Babelfish Articles Sept 2013 - Nov 2013 21-11-13 Page 127
  • 128. In my new book, ―Z.E.R.O,‖ I write about the Oreo ―Dunk in the Dark‖ tweet from this year‘s Super Bowl. Z.E