Babelfish Articles Nov 2011


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Babelfish Articles Nov 2011

  1. 1. Babelfish Articles November 2011 Brian Crotty Babelfish.Brazil@gmail.comArticles that caught my attention this month
  2. 2. Index1. Google Is Totally Revamping YouTube To Make It More Like TV2. Rules Of Engagement For Social-Media Marketers3. 4 Recommendations For Benchmarking B2B Social Media Performance This Year4. Should Social Media Be Handled By an Intern?5. The Challenge Of Social6. CuboCC reforça perfil full service7. Mobile Know-It-All: Encyclopedia Britannica on iPhone Will Old-School Your Silicon Valley Ass8. Omnicoms Annalect Will Merge Offline And Online Data9. Five Tips for Driving Word-of-Mouth -- No Matter What Your Product Is10. Did Griffin Push Time Too Fast? Change Agent Didnt Mesh With Entrenched Corporate Culture11. Charisma and the Successful Community Moderator12. Trusting Edelman Buzz?13. Move Beyond the Check-In: How to Make Events Truly Social14. Life Beyond the ―Like‖ – The Evolution of Branded Social Media Communities15. and Radian6: What it means for B2B marketers16. Search Social Connections In Salesforce17. Firms suffering information glut18. Social media has diverse role19. How social technologies are extending the organization20. How 5 Top Brands Crafted Their Social Media Voices21. Why golfers get ahead22. Localize to Optimize23. Six Reasons Why You Shouldnt Join A Startup24. Five Signs Youre Losing a Sale -- And How to Save It25. Should Analytics Be Bundled or Cobbled?26. A Boomer State Of Mind27. The skills employers desire in today’s PR professional28. Seeing Past Fads In Digital Marketing29. O comportamento do brasileiro em relação às marcas30. Stats of the Day: 50 New Social-Media Stats to Kick-start Your Slide Deck31. SMG Moves Beyond Owned, Earned, Paid: Developing New Metric For Shared32. Local Marketing Checklist - Reprioritizing the Opportunity33. A Rare Admission Of Failure34. Foco do brasileiro é a rede social35. For Some Odd Reason Microsoft Decided To Build Its Own Social Network36. Find and Keep a Personal Career Sponsor37. Search Intent: The Human Psychology Supporting Online Advertising38. Why So Many "Experts" Are Terrible Speakers: Top 5 Public Speaking Mistakes39. If You Must Use PowerPoint, Heres How To Do It: 5 Tips From Hans Rosling40. Tecnisa lança app para Android41. Personal Connections Drive Social Media Usage42. The Collision of Ad Exchanges and Sell-Side Platforms - Does it Matter?43. ConnecTV Brings TV Watchers Together44. PepsiCo Is Looking at Startups as Potential Partners, Not Experiments45. Brand To Brand: How To React In Challenging Situations46. Five Power Moves For Integrating Email Marketing And Social Media47. Ten Mobile Social Trends For 201248. Deep Pockets: Superphones To Lead Mobile Growth49. Ford Partners With Zynga For EscapeBabelfish Articles Nov 2011 Page 2
  3. 3. 50. Innovation models change51. PepsiCo adapts TV model52. Checklist: Are You Ready for Integrated Marketing?53. Disney Magic Or Common Sense - A Consumer-First Philosophy54. Brand To Brand: How To React In Challenging Situations55. No Shortage of Predictions at ad:tech NY 201156. The Social Media Spiral Of Unengagement57. Mountain Dew Facebook Sweepstakes Geared to Gamers58. IAB Reworks Rich Media Guidelines59. Unseeing Is Believing At IPGs New Media Lab60. Crie um movimento e mude o planeta61. The Brands That Survive Will Be The Brands That Make Life Better62. How Kimberly-Clark Is Lifting Sales by Elevating Marketing63. USA Today: Talking Tech – Coca Cola64. Games Finds New Customers65. Gestural Interfaces Go Mainstream66. Transform Your Owned Media Into A Content Network67. Why Digital Talent Doesn’t Want To Work At Your Company68. The One Chart You Need To See To Understand Mobile69. Four Destructive Myths Most Companies Still Live By70. Como afinar uma orquestra digital71. Marketer of the Year: Coca-Cola72. Digital Fitness Is Latest Craze in Building up Your Marketing Ranks73. All Brands Are Publishers, Learn How to Be a Good One74. Difference Engine: Luddite legacy75. GM Is About To Move 100,000 Employees To Google Apps76. How Ford Blew It On Facebook77. Google Now Indexing Facebook Comments Boxes78. CMOs Plan to Increase Social Media Use, but Feel Unprepared79. Google+ Introduces ―Ripples,‖ a Content Sharing Visualizer80. Where in a Tweet Should You Place Your Link?81. Google Reader Gets the Google+ Treatment82. The Tablet: Its Not Business, Its Personal83. ROTS: Return on Time Spent84. A Notion Divided85. Study: Deals Remain Top Social Marketing Driver86. Microsoft Windows U Crew Ambassador progam hires cool kids to spruik products87. Consumers Willing To Share Data, But At A Price88. Coca-Cola aims to track social sales89. The Questions Every Manager Should Ask90. A Tale of Two Marketing Attempts91. Ad Age Digital A-List92. Stat of the Day: Kids Take all the Fun Out of Shopping93. Reflections On Writing 100+ Email Insider Columns94. LG Brings Ad Capability to Internet-Connected TV95. TV Advertising Needs Web-like Frequency Capping96. How To Own The Digital Shopping Aisle97. Google ensina como bloquear propaganda em links patrocinados98. Wired Bringing Advertisers and Its Blogs Closer TogetherBabelfish Articles Nov 2011 Page 3
  4. 4. Google Is Totally Revamping YouTube To Make It More Like TVMatt Rosoff | Dec. 1, 2011, 4:30 PM | 1,911 | 2YouTube unveiled the biggest redesign in its history today, with the goal of making the Internet video service work andlook a lot more like TV.The goal of the redesign, which was leaked last week, is to get users to spend more time at the site, while also earningmore money from advertisers.Its all part of Googles plan to turn YouTubes three billion video views per day -- and three billion monetized views (thatis, videos with ads) per week -- into a major profit center. The company has never disclosed revenue figures for YouTube,but outside sources estimate it will garner about $1.6 billion in revenue this year.The redesign focuses YouTube around channels instead of individual videos. Any user will be able to create their ownchannel, then post their own videos or curate them from around YouTube.The user-created channels will be treated no differently than channels from professional sources like Thomson Reuters orMadonna. Last month, Google announced more than 100 new exclusive YouTube video channels, and it spent more than$100 million to seed those channels.The design puts these channels front and center on the home page, and users will be able to pin up to 10 favorites to theirpersonalized home page. A new channels browsing experience will recommend new channels based on past viewinghabits.The other major change is a new type of advertising model called TrueView, where advertisers will pay only if usersactually engage with their ads. Pre-roll video ads will come with a "skip" button; if users skip, the advertiser doesnt pay.The idea is that this will encourage advertisers to make more relevant ads -- Google demonstrated a surfing-basedadvertisement for GoPro cameras running right before a video of a surfing competition.Google also unveiled the YouTube app for Xbox Live, which Microsoft first announced earlier this summer. Users will haveto link their Xbox Live Gamertag to their YouTube ID manually via YouTubes Web site, but once they do that, the XboxYouTube screen will show them a selection of video channels theyre likely to be interested in based on past viewinghabits.YouTube channels are also a big part of the Google TV redesign unveiled last month.Heres a video overview explaining whats going on: more: Of Engagement For Social-Media MarketersNovember 30th, 2011This article is by Marita Scarfi, CEO of Organic, a digital ad agency unit of Omnicom Group with clients that have thincluded Kimberly-Clark, Chrysler, American Express, Sony PlayStation, Sprint, and 20 Century Fox.With so much emphasis on attracting friends and followers online, little is worse for a marketer than losing millions offans. thIn 2006 Organic, the agency I now lead, launched a campaign for 20 Century Fox’s X-Men: The Last Stand movie onMySpace. It was huge: It was the first branded MySpace page, and users could activate an exclusive feature by friendingthe page. In just a few weeks two million MySpace users were our friends. I’m confident the effort helped make themovie’s $107 million opening the largest Memorial Day weekend opening ever at the time.But not long after the movie left theaters, the number of followers on the X-Men MySpace page dwindled to 1.7 millionfans, meaning 1.3 million fans vanished. I don’t blame them for bolting! The page went from an alluring online hub aboutcharacters they loved to a page where they could do little more than buy DVDs. Sure, that’s fine for a lone film, but X-MenBabelfish Articles Nov 2011 Page 4
  5. 5. was a burgeoning franchise. Losing 1.3 million fans was devastating when you think about how valuable their continuedsupport would have been going into the promotion of 2009’s X-Men Origins:Wolverine or this year’s X-Men: First Class.These fans could have been used as influencers for the follow-up flicks. The buzz factor from this community could havebeen used to measure in advance the potential success of each sequel. Marketing budgets could have been accessedbased on the buzz. The cost of this effort? The salary of a community manager.Most marketers and agencies, including Organic, have learned a lot about social marketing since then. But some have not.I’m surprised when I hear marketers ask: ―How much Facebook do we need to buy?‖ It’s as if they think marketing online isthe same as putting a message on a roadside billboard—a boring, static ad you hope people will see as they flit from hereto there. I see too many boring Facebook brand pages that were created and now look abandoned.Social marketing takes a lot of work if a company wants to appeal to and engage distracted consumers. It isn’t an ad buy.It’s a commitment play.Some rules of the game:Solicit feedback and opinions.Consumers want to share their thoughts and opinions online—I’m shocked by how much they say—and this impulse is goodfor marketers.A few months back Organic launched ―Ban the Bland‖ for Kimberly-Clark’s U by Kotex asking customers to go online todesign a new line of sanitary products and vote on the most innovative ones. In just two weeks, there were more than270,000 visits to the website and 185,000-plus sample requests from social media awareness-boosting efforts alone. OnTwitter, there were more than 2,300 Tweets about U by Kotex. Since the launch there have been upwards of 2.7 millionvisits to the U by Kotex brand website and nearly 1 million sample requests.Consumers often have good ideas. They just need outlets for them. Consider My Starbucks Idea blog. There, consumers cansuggest new products, customer experience improvements, or new ways for Starbucks to get involved in the community.It’s engaging and ever-changing: Readers can peruse the most recent suggestions (vegan brownies, please); check out coolideas (hey, add a pin feature to the Starbucks mobile app); interact with other coffee lovers; and communicate withStarbucks employees who are responsible for listening and offering feedback.Starbucks is using social media to empower consumers, keep them engaged and give them a voice. That’s smart onlinemarketing.Encourage and incorporate user-generated content.Pringles’ Facebook page has more than 15 million fans. Why all the hoopla over potato chips? Because Pringles invitesfans to use the page as they do their own profile pages. The brand encourages them to upload photos—many feature aPringles can—share videos, and express opinions by answering poll questions. The page draws in digital natives and makesthem want to engage.Starburst is another savvy online marketer. Its ―Contradictions‖ campaign on Facebook asks fans expound on their ―juicycontradiction‖ slogan by submitting personal contradictions. (Example: ―I clean other people’s rooms, but my room is amess.‖) The 600-plus fans who have submitted their ideas get their name on a donation to VH1’s Save the MusicFoundation—and their words and faces become part of an engaging interactive feature.Use social media as an extension of offline ad efforts.Domino’s took a risky but refreshing approach when it came to marketing its product overhaul in late 2009. The pizzamaker launched an offline and online campaign blitz centered on its effort to improve its pizzas. The $75 million campaignincluded national TV and radio commercials. The company also set-up to chronicle the responses anddevelopment of the campaign with videos and gave consumers behind-the-scenes access to the new recipes on Facebook.This company is cooking: Its stock price jumped more than 60% in the months after the campaign launched.Employ search engine marketing.Google is the starting point to so many online interactions, and advertising based on questions typed into the searchengine will only become more important. Some marketers, including Converse, are buying ad space on Google againstseasonal or common searches—―how to kiss a girl‖ is one Converse has used.Eventually, marketers will be able to search based on the opinion of online social connections. When that happens,Babelfish Articles Nov 2011 Page 5
  6. 6. companies that don’t have a grasp on social media will be forced to start over again with each campaign.I can cite 1.3 million reasons why that is a total loss.4 Recommendations For Benchmarking B2B Social Media Performance This YearNov 30, 2011 at 12:12pm ET by Derek EdmondTis the season…to wrap up budgeting and forecasting for 2012. As the year begins to draw towards a close, the hope isthat your search engine marketing initiatives have an upward trend attached to them. According to MarketingSherpa’s 2011B2B Marketing Advanced Practices Handbook, SEO ranked as the fourth most effective B2B marketing tactic.For many of us, B2B SEO now includes some component of social media marketing. Even though social media was only thetenth most effective B2B marketing tactic in the chart above,66% of organizations with a formal SEO process wereintegrating social media into their overall SEO strategy (see chart below).Babelfish Articles Nov 2011 Page 6
  7. 7. While most will agree that social media delivers value outside of SEO, it is up to B2B marketers to demonstrate that valueto executive teams, particularly when budgets are proposed in the new year.As you’re planning for 2012 marketing initiatives, here are four ways to make sure that social media strategy, which helpsimprove SEO and beyond, stays on the budget in the new year.Conversion Metrics For B2B Social MediaAt least one of the benchmarks used when evaluating social media campaigns must be in relation to lead acquisition. Thechart below shows an example of a clients Google Analytics report, highlighting a select group of conversion rates, basedon third party referrals where social media campaigns were initiated.Babelfish Articles Nov 2011 Page 7
  8. 8. What is not noted in this data, but should be considered is the level of sales-readiness in a lead being sent via socialmedia. We are working with many of our clients more on developing specific benchmarks highlighting the type of leads,and their place in the sales funnel.For example, white paper requests or embeds of an infographic are much different conversionsthan webinar registrationsor demo requests, as it pertains to the ability of a sales professional to initiate contact and potentially close a deal.The point is that while leads via social media initiatives might not lead to immediate ROI, there is value in building an everexpanding contact list, which may convert (or help support) more sales-specific content marketing initiatives down theroad.Link Building AcquisitionThe ability to acquire links through social media initiatives should certainly be a priority, and a benchmark that can helpsupport the value of social media moving forward.Networking connections built in Twitter and LinkedIn, as well as social bookmarking sites such as Reddit, StumbleUpon, andDigg, can open the door to site owners or marketers for various online publications.Simply noting links acquired via social media outreach or networking initiatives is a first step. Below is a screenshot fromRavenTools Link Manager tool, but even notation in Excel would suffice.As the year draws to a close, re-evaluate the sources of inbound links, to determine whether social media marketingplayed a part in link acquisition.Babelfish Articles Nov 2011 Page 8
  9. 9. Brand Based Keyword Searches While ranking well for the brand may not be an important KPI for general B2B SEO success, growth in brand based keyword search referrals might make sense for social media. Why? Generally speaking, brand based keyword referrals should have higher conversion rates and traffic performance metrics. Take a look at a comparison between branded and non-branded keyword referral traffic and conversion rates for one client (year to date metrics): Conversion Rate on All Organic Search Traffic: 4.05% Branded Keywords: 9.52% Non-Branded Keywords: 1.75% ―Not Provided‖ Keywords: 3.70% Building brand awareness over time through social media, by way of a consistent growth in keyword traffic, makes sense when evaluated in combination with site conversion goals. The chart below highlights how we have grown this same client’s overall branded search referral traffic, in part through social media initiatives. New Visitor Traffic Finally, new visitor traffic plays a role in benchmarking social media campaign performance. As long as visitor performance metrics, such as bounce rate, time on site, etc. are consistent with other channels, the percentage of new visitors to a website, via social media campaigns, is something worth noting. Growth in quality new visitor traffic through social media initiatives infers that your campaigns are opening up doors and new areas of visibility for the organizations overall Web presence. The hope is that this traffic in turn can be developed into more qualified returning visitors and lead nurturing opportunities. Hopefully, these recommendations prove to be valuable, but I would love to read your thoughts and perspective via comments below as well. How are you benchmarking social media performance this year and into 2012? Opinions expressed in the article are those of the guest author and not necessarily Search Engine Land. Should Social Media Be Handled By an Intern? Writing by Nick Stamoulis Babelfish Articles Nov 2011 Page 9
  10. 10. Should an intern be handling your social media? The long and short answer is no. I’ve worked with plenty of interns in my12+ years in the professional world. Some have been great and some were less than stellar. With interns, you can never besure of what you’re going to get or how fast they are going to burn out. While college-aged interns may be comfortableusing social media than some of your other employees, you should not be putting something so important and valuable asyour social media marketing in the hands of an intern.Here are 3 reasons interns should not be in charge of your company’s social media:Flake factorMost interns are working for free. And while you may hide that fact behind the smoke and mirrors of ―resume building,‖ itdoesn’t change the fact that you aren’t paying them to be there. This usually means that the internship will come secondto school and side-jobs that actually do pay. I’m not saying all interns are flakes that fail to show up on day two, but youhave to remember that your company is not high on their priority list right now, ―resume building‖ or not. Social mediamarketing requires constant attention and daily updates to be most effective. Commitment is crucial! Most social mediamarketing campaigns fail because a company didn’t give it the long term attention it needed to grow. You can’t afford tomiss 3 out of 5 days in a week because the intern didn’t showLimited experienceThe reason they are your intern and not a full-time employee is because they don’t have the experience or training yet tobe a full-time employee. They are coming to you and your company to learn and grow and get real-hands on experiencein their given field. This means they are going to make mistakes (part of the learning curve); do you want your socialmedia reputation to be the mistake? A carefully built up online reputation can come crashing down around your ears in amatter of hours with one wrong social media step. When you think about all the social media mistakes professionals canmake, what could potentially happen with an untrained intern?No long term commitment to your companyWhile every intern is tempted by the idea that they might actually get hired after interning for you for six months, mostunderstand and accept that it’s a slim possibility. If someone doesn’t have a long term commitment to your company,chances are they won’t fully understand your business goals and messaging in the short time that they are there. In orderto do social media marketing ―right‖ you have to know what you are trying to accomplish, what you want to say and whoyou are talking to. emory @ clickfire October 19, 2011 at 2:40 pm Nick, I don’t think I’d want to put an intern ―in charge‖ of anything that might involve brand presentation. Nor would I want a VP tweet all day.There is plenty of hands of work that an intern can do with a little training and at low costs to help a SM campaign– research, lists, posts, etc. koch October 20, 2011 at 2:39 pm Leaving an intern alone to do all the work is like gambling with you company’s reputation. Not saying that there is no creative fast-thinking young people out there but social media requires a min. of business / industry knowledge associated with some marketing skills. The best way of using an intern properly would be giving him/her some guidelines, and before anything gets published on the web must get approved by someone responsible for the PR of the company: Pres, CEO, VP, manager, etc.. If the intern is not serious, you’ll know pretty soon, and better move on to someone who are willing to learn this with your company. That’s right! Interns might not put your company as priority due to low or no pay. However if they accepted the job is because they were willing to learn something new and exciting! And perhaps take this amazing social media experience to the next level. Not only that, but also the person responsible for the intern will learn what’s more appropriate for their own business through the experience they’ll have with either either, their own or an external marketing company. Peace out! Austin marketingBabelfish Articles Nov 2011 Page 10
  11. 11. October 24, 2011 at 9:46 am I believe that since interns do not have any long term commitment to the company, they do not feel responsible to any act whose repercussions are in the future and this affects their current actions. Thus they should not be left to handle such vital matters which are material to the company’s corporate image.The Challenge Of Socialby Gord Hotchkiss , Thursday, Dec. 1, 2011Every quarter, I fill out an online survey about digital marketing trends. One question always shows up: ―Are you looking atsocial as a replacement for search in your online marketing strategy?‖ I always answer no, and to myself, comment thatit’s a stupid question asked by someone who obviously doesn’t know much about online marketing. But now I wonder --is it really such a stupid question? Aren’t many experienced marketers asking themselves exactly the same question?The Social Graph (or Network, or whatever you want to call it) should be the single biggest opportunity in marketinghistory. But marketers are stubbing their toes by the millions in trying to step over the threshold into the golden glow ofthe online social party. It seems it’s incredibly difficult to figure out.Search, on the other hand, was easily pigeonholed as a direct-marketing channel. Search was so easy to ―get‖ formarketers that Google turned it into a self-serve model and became the fastest growing company in history as a result.For marketers, I suspect, the very ease of search has caused it to be considered a limited opportunity. Social, on the otherhand, seems virtually limitless. It expands into hundreds and thousands of fascinating, if somewhat cloudy, opportunitiesto connect with customers. As I said, in theory, social seems like a marketer’s dream come true. But in practice, it’s anunwieldy animal to wrestle to the ground.Here’s just one example of the challenges inherent in mapping the online social landscape. Pitney Bowes felt there wastremendous potential in social to foster deeper engagements with its customers, building long-term loyalty. But ratherthan jump headlong into it, Pitney Bowes decided to test its assumptions through a survey of those customers first.The result? Social may not be all it’s cracked up to be:“These findings will give decision-makers pause for thought,” the report (from the survey) stated. “Businesses can beforgiven for getting swept away by the hype of surrounding social media and wanting to invest in such activity as soon aspossible. ... But results show that those businesses tempted to lead with such techniques will quickly find themselves outof step with customer thinking.”So why is social so awkward to leverage effectively? I suspect it’s because the exact same things that make social sopromising also make it incredibly unwieldy to manage. It’s part of our lives, which means we’re engaged, but what we’reengaged with is rarely what an advertiser wants to talk to us about.Marketers get caught up in the concept of participation rates and usage. Facebook has one of the highest reaches of anyonline property, second only to Google. Alexa estimates that almost half of the total Internet user population (about 49%)uses Google regularly. Facebook is just behind at 43%. But if we look at time spent on site, Facebook comes it an about 25minutes a day, compared to 13 minutes a day for Google. If we were using engagement as an indicator of marketingpotential, this would have us salivating like a St. Bernard over a fresh bowl of kibble.But the reason I don’t trust engagement as a metric is that it doesn’t consider intent. And intent is the key differencebetween social and search. The reason search excels in marketing is that it’s all about intent, and what’s even better, it’sabout identified intent, neatly labeled by the search query. In the history of marketing, it’s never been easier than this tointercept a motivated buyer.I don’t mean to minimize the value of a well-managed search campaign, but compared to other channels, it’s prettydifficult to completely flop on a search campaign. The same is not true for social. To illustrate, let’s step back and look atthis from another point of view, one that removes some of the hyperbole that surrounds online social.Let’s say you’ve just decided to sell your 2007 Honda Civic. As you’re backing out of your driveway, your neighbor flags youdown and asks you how you like your Honda, and if you know where she could buy a good used one? From yourperspective, this aligning of the planets seems too good to be true, but it’s similar to what happens on a search enginemillions of time every day. It’s the power of alignment with purchase intent.But let’s take a different tack. Let’s imagine that as you drive down the street, you see that one of your neighbors ishaving a party. In front of their house, there are at least 12 cars parked, including four Hondas. ―A-hah, ― you say, ―a perfectgathering of potential Honda buyers, with at least 33% of them showing a preference for Hondas‖ (note: if this is whatyour internal dialogue actually sounds like, you should consider an extended leave from work). You ring the doorbell andBabelfish Articles Nov 2011 Page 11
  12. 12. begin to work the crowd. The only problem is, no one came to the party to buy a Honda. Not to mention the obviousquestion on everyone’s mind: ―Who the hell invited you?‖If your goal is to unload your Honda, I know what scenario I’d be betting on. It almost seems ludicrous that we’re evenconsidering Scenario B as a substitute for Scenario A. Yet, every three months, I get that survey asking me if I’m thinkingabout it. I know -- it doesn’t make any sense to me, either.CuboCC reforça perfil full serviceAgência digital contrata Rodrigo Toledo (ex-JWT) como diretor geralALEXANDRE ZAGHI LEMOS| 14 de Novembro de 2011 • 15:54Toledo e Martini de olho na migração das verbas da mídia para os serviços agregadosCrédito: Arthur NobreHá um ano e meio sob o controle acionário do Grupo Interpublic, a brasileira CuboCC muda a estrutura diretiva paraadequar-se ao seu acelerado ritmo de crescimento. Outro objetivo contemplado com os movimentos mais recentes é o dese firmar como agência full service, mantendo sua forte expertise digital como centro do pensamento estratégico nosprojetos para seus clientes.Com a finalidade de dividir as responsabilidades executivas da empresa e contemplar esta atuação mais ampla, ofundador, sócio e CEO Roberto Martini foi buscar em um profissional de carreira na publicidade o nome para ocupar adireção geral da CuboCC. Rodrigo Toledo assume a função após cinco anos na JWT, onde foi o diretor global da conta de Lux,o que inclui passagem por Bancoc, na Tailândia, e outros seis anos na Lowe. Sua carreira na área de atendimento começouem 1997, na Y&R.A meta de Toledo é contribuir para reforçar a oferta de criação e produção de comunicação integrada, que há muito já nãolimita o trabalho da CuboCC ao ambiente digital. ―Dentro do desafio de nos tornarmos profissionais híbridos, dominandotodos os meios, estar aqui nesse momento é antecipar o futuro‖, salienta. ―Buscamos profissionais do off-line paraaprender mais de um universo que não dominamos tão bem e também para nos ajudar a desenhar nossos próximospassos‖, acrescenta Martini.As mudanças ocorrem no momento em que a CuboCC ultrapassa a barreira dos R$ 100 milhões de faturamento, prevê fecharo ano com resultado de R$ 115 milhões, o que significa alta de 15% em relação ao ano passado, e projeta crescimento de35% para 2012. Desde que o Grupo Interpublic comprou 70% de suas ações, em março de 2010, a agência ganhoumusculatura para expandir seus negócios e se mudar para uma nova sede, em São Paulo, bem maior que a anterior, ondeagora comporta 140 funcionários.Ao lado de Martini e Toledo, estão na condução da CuboCC os diretores Luisa Bernardes (integração), Matheus Barros(operações) e Eduardo Sumi (canais). Como parte do Interpublic, a agência tem se beneficiado de novas ferramentas deacesso à informação e de uma estrutura administrativa mais bem estruturada.Os três principais clientes da casa são Unilever (11 marcas), Kraft Foods (Halls, Trident, Chiclets e Bubbaloo) e Google (Orkut,Google+, Chrome e Youtube). Esta lista acaba de ser aumentada com a chegada da verba de Liberty Seguros, seguradoraoficial da Copa 2014. ―Nosso foco é trabalhar com marcas globais ou líderes de mercado, que nos permitam crescer‖, frisaBabelfish Articles Nov 2011 Page 12
  13. 13. Martini. O estilo da CuboCC reflete muito o pensamento de Martini, um jovem profissional que começou carreira como programador e diretor de arte e tem o empreendedorismo nas veias. Integrou o grupo que fundou a AG2, no Rio Grande do Sul, quando tinha apenas 17 anos. Depois disso, embarcou na sociedade da Rage, agência digital que chegou a integrar o portfólio da holding Prax, ao lado de W/Brasil, Lew’Lara e Escala. Em 2004, ainda com 24 anos de idade, Martini fundou, ao mesmo tempo, a CuboCC e a produtora Santa Transmedia. ―Eu queria aprende a dirigir filmes‖, conta ele. Após sua saída da Santa, deu à CuboCC a dupla personalidade de agência e produtora que entusiasmou o gigante Interpublic a adquirir seu controle, mas mantê-la como unidade autônoma, sem vinculo direto com nenhuma de suas redes globais, como DraftFCB, Lowe e McCann. Com a chegada do novo controlador internacional, deixaram a empresa Raul Garré e Rodrigo Elste, os outros dois sócios fundadores da CuboCC, que nasceu com o espírito ―garagem‖ que norteou muitas inciativas da esfera digital. Agora, com a chegada de Toleto, Martini quer dedicar mais tempo ao processo criativo e também ao comitê global criado pelo Interpublic para pensar o futuro do grupo. A expertise da equipe brasileira tem, inclusive, auxiliado na prospecção de contas em outros países. Para participar de projetos das empresas do Interpublic mundo afora, a CuboCC mantém um executivo dentro do escritório da holding em São Francisco, nos Estados Unidos. ―Trabalhamos com a perspectiva de migração das verbas da mídia para os serviços agregados‖, aponta Martini. Hoje, metade do faturamento da CuboCC vem de projetos que envolvem a compra de mídia e a outra metade dos serviços de produção. Martini acredita que após consolidar sua presença no Brasil pode aproveitar a capilaridade do Interpublic para expandir a marca CuboCC para outros mercados. ―Mas, por hora, ainda vivemos um cenário de demanda crescente no Brasil‖, ressalva.Mobile Know-It-All: Encyclopedia Britannica on iPhone Will Old-School Your Silicon Valley Ass by Steve Smith,It was once an upper-middle-class status symbol like no other in the smartly accessorized home of the American 1940s, 50sand 60s. That long shelf of dark-spined volumes from Encyclopedia Britannica spoke to your commitment to your children’seducation, to serious thought, to even more serious conspicuous consumption.Do you know how much those damned things cost? In my working/middle-class home, we got the World Book and werehappy for that. In our neighborhood you went to a library or Richie Rich’s house if you wanted to see what an Encyclopedialooked like.Well, the Britannica is not quite the pricey emblem of high net worth the brand once was. It is hard to imagine a product sothoroughly challenged and made obsolete by the Internet as a hard-copy encyclopedia. In fact, sometimes it is hard to tellif ―Wikipedia‖ has a chortle to its name.But Encyclopedia Britannica saw this one coming many years ago and has been aggressively cultivating online models forits content for a decade at least. All of that incredible research and exhaustive material from experts in their field continuesto sniff at the likes of Google and Wikipedia, but surely has embraced the power of digital distribution and access.And now the full contents of the encyclopedia, all 80,000 articles, is available for a mere $1.99 a month on the iPhone.The Encyclopedia Britannica App is now available for the iPhone and iPod Touch. It is a free download and gives the non-paying user free access to 100 articles and the first 100 words of anything thereafter. The $1.99 a month adds full contentaccess and the ability to download content for offline reading, saving and sending articles, a search history, etc.The interface is excellent. A Bing-like search box is the main point of entry, but there are also tools for browsing from anumber of different directions. You can tell that these folks have been cracking the nut of wrangling massive amounts ofcontent into a usable interface. The main reading screen is kept large and uncluttered, with tools that slide in as needed andBabelfish Articles Nov 2011 Page 13
  14. 14. the most likely features always kept at hand.The app is designed for both the task-directed researcher and the data dog who just likes digging. The results of a searchgives you descriptive and helpful one-liners that telegraph where the next click will lead. Try this stuff with Google.Even better, Britannica learned long ago to drop any Anglophile and stuffy affectations. It has fun facts all over the place, adaily calendar of historical events, and artful animations for most operations that keep the whole experience pleasant andengaging.Omnicoms Annalect Will Merge Offline And Online Databy Laurie Sullivan , Wednesday, Nov. 30, 2011With Annalect, Omnicom Media Group is quietly rolling out a strategy identifying propensity and buying signals from non-digital channels combined with digital signals to create a more complete audience targeting ad profile.The idea is to stuff years of aggregate media research, behavioral research, and attitudinal research analyzed by expertsinto digital data management platforms. It would add what Omnicom refers to as "synthetic" signals to audience segmentsand groups of cookies.Synthetic means having an audience segment built for an advertiser with consumers who might like fashion, technology, andspecific brands. This audience segment lives in a certain geographic location and tends to have a higher propensity to drinkPepsiMax than anything else. Annalect has determined a method to match that offline activity to a digital audienceThe strategy takes some match keys like age and geo and uses them to augment available digital data, not with a directsignal, but with a synthetic signal, which might assume the consumer will drink PepsiMax every day for an entire month. Itsbased on specific buying behavior.While Omnicom will take the lead in designing the strategy and the processes, BlueKai will support the service throughtechnology. "Were the plumbing and some of the data," Omar Tawakol, BlueKai CEO, told MediaPost.Tawakol said allowing companies to use offline data in their online ad targeting will give them a competitive edge. Severalcompanies may compete for the same inventory on ad exchanges. The company with the knowledge to gain that data at abetter price or willingness to pay more because it will produce higher results gets the advantage.When Tawakol sat down with Dean McRobie, CTO of Annalect, to find out what data platforms need to do to make this visionbecome a reality, he said demand side platform provides need to figure out how to overlay data that doesnt come into thesystem in pixel form.In fact, there are lots of challenges, such as being able to use the data in real time, and structuring it to join data segments,rather than map cookies. Its a complicated subject, but companies will need to sort through the details of joining offlineand online data before becoming truly successful.Five Tips for Driving Word-of-Mouth -- No Matter What Your Product IsYou Dont Have to Have a Sexy Tech Gadget to Benefit From Buzz By: Malcolm Faulds Published: November 28, 2011Its what every marketer wants—boatloads of customers talking about its products, posting detailed reviews online andtweeting about its brand far and wide. And for good reason: Authentic recommendations from a friend or "someone like me"are far more influential than anything a marketer can buy. In a world dominated by social networks, consumer buzz canmake a brand stand out amidst the noise and reap real-world profits.But is there a formula to making a product conversation-worthy? And more importantly, is there a way to keep thatconversation going over time?Wharton School of Business marketing professor Jonah Berger and doctoral student Eric Schwartz took on this challenge Babelfish Articles Nov 2011 Page 14
  15. 15. with their recent study, "What Drives Immediate and Ongoing Word of Mouth." The study examines the psychological driversof word-of-mouth for products, based on data from hundreds of BzzAgent social-marketing campaigns. They explore whypeople talk about products, how product discussions differ online vs. offline and the actions companies can take to generatemore product buzz. Heres what they found.Products Dont Have to Be InterestingConventional wisdom holds that consumers will only talk about cool, new products they find interesting, and talk aboutthem in a way that will be beneficial to their social currency. Berger and Schwartz characterize this as online behavior—indigital settings, consumers are more aware of being watched by peers and, therefore, are motivated to post about brandsthat will be well-received by others. They call this "motivated transmission." (Klout score, anyone?) And yes, the study has amethodology for identifying "interesting" products.They claim behavior in face-to-face settings is different: Its less about motivated transmission and more about whatproducts are top-of-mind at a given point in time. Interesting products may generate immediate discussion as novelty items,but that fades fast. Simply being interesting doesnt give a product conversation staying power.The good news for marketers is that the magic of word-of-mouth isnt limited to certain product categories. Under the rightcircumstances, common products can generate far more consumer discussion.Its All About AccessibilityThe study finds that the biggest driver of discussion is the accessibility of a product. People naturally talk about what theysee and whats top-of-mind. The drink in your hand, the package on the table and the makeup on your face may not be asinteresting as a shiny new tech device, but they are discussed far more frequently.Woody Allen was on to something when he said 80% of success is just showing up. The challenge for marketers is to gettheir products where they can be seen in a natural conversational context or to create visual cues that stimulatediscussions.Connect With Consumers Through SamplesPeople cant say much about your product if they havent used it. The study found that product samples generated thegreatest increase in discussion. Not because consumers felt a need for reciprocity, but because they must have first-handexperience with the product to understand what it can do.It takes more than a simple handout at the train station or a trial-size tube in an envelope. You have to connect with peopleand make the brand come alive with ideas for activities and suggestions for using the product in more creative ways. In itslatest shopper-marketing report, the Grocery Marketing Association referred to this as winning both hearts and carts.Coupons and rebates may lead to a product experience, but they are focused on the cart and are a complement, not asubstitute, for a sample.Your Marketing Can Provide Valuable CuesThrough various cues and triggers, marketers can make products more accessible. Branded items such as stickers, hats andT-shirts expose brand messages in natural conversation. While not critical to a social-marketing campaign, they can help.The study associated using branded giveaways in campaigns with a 15% increase in word-of-mouth.Marketers can also create links that associate common things with their product, especially if the stimuli or usage situationis one that people do not already connect to the brand. Two examples cited in the study are the cues that ducks provide forAflac, and the cues that the orange color of Halloween provides for Reeses candy. The report also cites a BzzAgent programfor Boston Market that helped create a new association for the brand. The restaurant chain, usually associated for manypeople with lunch, worked with BzzAgent to target specific customer profiles with dinner-related messaging and offers thatboosted word-of-mouth by 20%. Countering consumer expectations can be a powerful tool for getting consumers to talkabout a brand.Buzz Can Be for EveryoneConsumer discussion about products isnt a matter of chance. It happens every day to almost every type of product. Thegood news is that marketers can impact how often, and for how long, their products are the focus of conversation. Goahead—your customers are waiting for their cue.Did Griffin Push Time Too Fast? Change Agent Didnt Mesh With Entrenched Corporate CultureBy: Nat Ives Published: February 21, 2011The firing last week of Jack Griffin by Time Inc., just months after being brought in amid much fanfare to turn the magazine Babelfish Articles Nov 2011 Page 15
  16. 16. giant around, sent shockwaves through the close-knit New York publishing industry, and raised the inevitable question: Whybring in a change agent if you dont want too much change?According to Time Warners version of events, it wasnt about resistance to change -- but came down to a clash inmanagement approach. In his memo announcing Mr. Griffins departure, Time Warner CEO Jeff Bewkes was blunt: Mr. Griffins"leadership style and approach did not mesh with Time Inc. and Time Warner."Yet Mr. Griffin, who spent just five months in the job and added the title of Time Inc. chairman in January, wasnt known asparticularly alienating in his prior post running Meredith Corp.s magazines, according to people who have known and workedwith him for years. Jack GriffinThe discrepancy appears to boil down to two things: conflicting expectations of what he was brought in to do and the wayin which he went about doing it in a place with a deeply entrenched culture and powerful veterans. Some have called it aclassic example of "change agent" complex, a common issue in adland, where exciting new hires are brought in and startmaking moves that companies arent ready for -- or dont intend for them to make.Mr. Griffin was certainly billed as someone capable of changing up Time Inc. At Des Moines-based Meredith, he successfullyled the companys move toward consultative-based selling and, using the direct relationships Meredith had with readersand its expertise in women, launched a marketing-services business, investing in social-media and digital agencies.But at Meredith, where Mr. Griffin held a variety of posts during two separate stints in the 1990s and the 2000s, he had timeto gradually get to know the players while hiring and promoting others. In his few months at Time Inc., he made changeswithout building much constituency for them, a Time Inc. employee said last week. "He brought in all these consultants whowere telling us how everything we were doing was stupid, and actually some things we were doing were pretty smart," theemployee said.Mr. Griffin could be described by some as distant during his time at Meredith. But was he imperious? "That isnt themanagement style I knew," said an industry executive who has worked with Mr. Griffin. "He was demanding and very clearand focused on what he wanted. Ive heard hes tough. He doesnt show a lot of emotion. But many people who I know whoveworked for him over the past five years loved him.""Jack doesnt suffer fools gladly, and I know that he was trying to change the culture at Time Inc.," this executive added, "butwhy do you bring in someone from the outside if thats not what you want him to do?"Thats a matter up for debate as well. In announcing the hire last fall, Mr. Bewkes said Mr. Griffin would "further advance ourlead position in the industry and accelerate the expansion and innovation of our titles on all platforms." Thats not exactlyasking for a kick in the pants. Jeff Bewkes Babelfish Articles Nov 2011 Page 16
  17. 17. Time Warner maintains that Time Inc.s business was looking up by the time Mr. Griffin arrived and its strategy -- whichincludes reversing a decline in circulation revenue and margin; extending a direct relationship with customers, makingcontent available on all digital platforms; and expanding a footprint in marketing services -- will continue, according to thecorporate parent.But Mr. Griffins departure is disappointing, said one person who buys print media. He was skilled at applying new thinking totraditional models and his arrival at Time Inc. was seen as "exciting and appealing." Yet this person, along with others bothinside and outside Time Inc., questioned certain personnel moves, for example letting go of Kirk MacDonald, formerpresident-digital at Time Inc., and in December moving Kim Kelleher from publisher of Sports Illustrated, where she had madeseveral hard changes that were starting to pay off, into the publisher role at Time.For his part, Mr. Griffin issued an equally terse statement on Friday afternoon, defending his short tenure at the publisher."I was recruited and hired by Time Warner to lead the business transformation of Time Inc., based on my clear record ofsuccess and results in the industry," Mr. Griffin said in a statement issued Friday, the day after he was ousted. "Thiscontinued at Time Inc., with the consistent and documented acclaim of Time Warners senior management. ... My exit wasclearly not about management style or results. I leave behind a first rate team and wish them all the best of success."Mr. Griffin succeeded Ann Moore as Time Inc. CEO in September and added the title of chairman in January. His changes at thecompany included splitting the news and sports group in two; shuffling publishers at Time, Sports Illustrated and Money;elevating Martha Nelson from editor of the style and entertainment group to the companys No. 2 editorial post, behindEditor in Chief John Huey; promoting Paul Caine to exec VP-chief revenue officer, handing him many duties that had beenhandled by Stephanie George; naming Ms. George CMO, a newly created position; and hiring Randall Rothenberg, who hadbeen president-CEO of the Interactive Advertising Bureau, as Time Inc.s first chief digital officer.Mr. Griffin will be replaced on an interim bases by three executives managing as a committee, Chief Financial officer HowardAverill, General Counsel Maurice Edelson and Mr. Huey.Under the hands-off management style of former Time Inc. CEO Ann Moore, the three were said to have gained power andoperated fairly independently -- and insiders note they worked closely with Mr. Bewkes. While some in the industry werefloating Mr. Rothenberg, brought in by Mr. Griffin, as a potential replacement, Time Warner said it would conduct a full searchand wouldnt rule anyone in or out.Meanwhile, the industry absorbed the shock."Frankly dont get it," a Meredith employee said on Facebook, saying he worked for Mr. Griffin for six years and also hadworked at Time Inc. "JG too smart..."~~~Contributing: Ann Marie KerwinCharisma and the Successful Community ModeratorPosted by Jeana Anderson / March 12, 2010 10:30 amI always find myself under the spell of the charismatic, in real life and online. Babelfish Articles Nov 2011 Page 17
  18. 18. The power of charisma shines through in a person’s online activity, making them, quite simply, really likeable. They listen,are positive and authentic and as a community manager, I actively try to eke out any ounce of my charisma that I havenaturally as well as trying to learn from the insanely likeable.The effect of charisma became glaringly clear after I read an article published by Psychology Today that detailed andquantified its impact on business communication. The article was based on a study that followed an executive educationcourse that culminated in a presentation. The presentations were given in teams and the study highlighted the traits of theteam that communicated its final presentation most successfully. I’ll give one guess on a trait that led to success:Charismatic team members. Or what the study called ―energetic but focused listeners.‖ This type of team member helpedlead a team to success by enabling higher quality brainstorm sessions, and as a result these teams had ―high levels ofengagement, trust, and cooperation.‖ Insert light bulb moment here.Engagement, trust and cooperation are the foundations of a well moderated and productive community. This finding simplyreinforces what good community managers already know: so often, when acting as the conduit between a brand and itscommunity, it’s not what you say, it’s how you say it. @Misskatiemo, comes to mind. She’s a community manager for Radian6who is fairly delightful: answering questions with a virtual smile and wishing community members luck before they presentthe data they’ve compiled with Radian6.What Katie and other great community managers understand is that simply saying ―thank you for your feedback,‖ beingpolite and conversational, all while letting the community know that they matter can prevent social media bombs. It’simportant to treat a community member as a part of your team and tirelessly work to get them an answer even in the midstof a how-the-heck-do-I-answer-this-question situation, or better yet, a get-legal-on-the-phone question. More often thannot, the community member expects that they’re being listened to and they want to know that their feedback isappreciated.Haters and instigators exist in every community, but beyond those outliers, a sense of Team Brand or Team Cause exists.Charismatic community moderators instill a sense of trust in their ―team‖ that is apparent when the community can becounted on to answer each others’ questions. I hear @JessiO celebrating these team victories and often look over to see herfist pump and shout a helpful community member’s name. Team: 1, Haters: 0.If nothing else, a charismatic leader can lend some focus to community and give it some direction as it does some collectivebrainstorming. With a united front celebrating the brand/cause when it does something awesome and constructively lettingthem know when a product or action is less than awesome, the brand is always getting a boost either way.Trusting Edelman Buzz?Posted by Heidi Skinner / February 23, 2010 2:05 pmEdelman recently posted the results of a study they did on consumer trust. The study claims that ―The number of peoplewho view their friends and peers as credible sources of information about a company dropped by almost half, from 45% to25%, since 2008.‖ Is social media just a passing fad?Definitely not. While the article brings up an interesting topic, I believe that Michael Bush’s primary intent was to stir upsome controversy, rather than claim there has been an official shift in online consumer behavior. Before we abandoneverything we know about social, ask yourself 2 questions…Is what they are saying true?I’m not sold on the methodology. Based on the way the data is displayed in the article, it’s easy to criticize the surveytechnique. The wording is relatively biased and appears to focus on advertising, in general. As an alternative, the research Babelfish Articles Nov 2011 Page 18
  19. 19. could offer more credibility if consumers were asked who they trustedmost for purchasing advice or recommendations. What does it mean for social media marketers? Survey details aside, the article surfaces the very important topic of relevancy and timing in social media marketing. In order to solve for this problem, marketers must craft solutions to address:1. Consumers experience a tremendous amount of digital litter online. Most content offered is just noise, and often doesn’t meet consumer’s exact point of need.2. Social Media is not a retail medium. It’s about building relationships. Over time, these relationships establish trust, engagement and ultimately advocacy, which definitely impacts the bottom line for brands.3. Consumers are first, brands and branded messaging will always be second. Consumers use social media to socialize with their friends, family and peers. If they want to engage with brands, it will be on their terms.4. Content is no longer ―king‖ – relevancy is. Consumers have been taught that if they sound-off questions, someone will answer. By choosing to be active in social media, brands can offer solutions as a trusted source to weigh-in on those direct consumer questions. If you’re active in social media, I wouldn’t get too hot and bothered over the study results. PR agencies are great at generating buzz, so kudos to them for stirring the pot. Now, take it a step further. Go beyond the buzz, and focus on developing long-lasting, sincere relationships with your fans online. Move Beyond the Check-In: How to Make Events Truly Social Posted by Leif Fescenmeyer (@ebreakdown) / August 25, 2011 12:18 pm / Chicago How do we as marketers make events more social? How do we tap into the large audiences and retain them and make them brand advocates? For as long as I have been working in social, two things come to mind, awareness and retention. As a marketer, I try to build and increase awareness of brand and products, while retaining the online consumer using social media. However, with the increased use of mobile devices and the connectivity with social media platforms, locations are becoming a new way of targeting and communicating with an audience. Location based services, such as Foursquare, Facebook Places, Gowalla, etc., are being utilized more by the consumer, especially those who use smartphones. 17% of smartphone owners have used a check-in service, according to eMarketer. Users are broadcasting their locations to their friends, discussing what is happening and being incentivized by brands to continue to ―check-in.‖ Where the amount of adults using location based services is relatively low, around 4%, the sheer volume of check-ins on these services should not be ignored. According to Dennis Crowley, Foursquare’s CEO, there now are over three million check-ins a day and Facebook Places reports they are experiencing above 750,000 check-ins a day. With this volume of check-ins, how do marketers tap into this action by the consumer? How do we move beyond the simple, one-off check-in and apply some sort of value to the consumer, some level of conversation and incentive, and ultimately retain these users who are interacting with a brand, in real time, on-site at an event? That is is what my SxSW panel is exploring; that is the conversation we need to have. Babelfish Articles Nov 2011 Page 19
  20. 20. Using check-in services, new technologies and on-site content, how do we tap that consumer who is reaching out to theexperience they are living, at that moment? We are starting to see a shift already in these networks. Mostrecently, Foursquare announced they are offering an ―Event‖ based check-in to go along with location. Which will allow usersan easier route to broadcast to their friends what they are doing, not just where they are at. While that is happening, theyare also mentioning the brands. Free and uninterrupted promotion of a brand with relatively little effort by the brand tospark that conversation. So, the question is, how do we leverage that conversation? How do we engage that consumer, inreal time? And, how do we retain them?It goes without saying, that some moderation of events is required for engagement with the consumers who are checking in,as well as some sort of incentive. But, creating valuable relationships and to retaining these consumers, we need to engagecreatively and with the long-term relationship in mind.Some questions come to mind that I think all of us need to consider.1. How do we leverage mobile, real-time content to engage a consumer who is checking in?2. Are there new and innovative technologies, such as projection mapping, tweet-to-screen, live sentiment measurement,that we can tap to create that ―wow‖ factor in the eyes of the consumer?3. How do we as marketers take those onsite tactics and marry them with online channels and create relationships?4. Think beyond the incentive and think more inline with valuable relationships. How do we create a relationship and brandadvocacy without incentives.5. And finally, how do we move away from the one-off cool factor of events and continue the advocacy?Do you have thoughts on the matter? I would love to hear them! Critical Mass and I are hosting a Twitter chat today at 2pmCST. Just follow the #socialevents hashtag and we’ll have a conversation about this new, burgeoning field.Additionally, check out our SxSW panel topic and vote for it! We have some pretty smart people lined up, from Critical Mass,GMR and Foursquare, to help navigate and find a solution to this goldmine of opportunity!Life Beyond the “Like” – The Evolution of Branded Social Media CommunitiesPosted by Jeana Anderson / May 4, 2011 8:04 am / ChicagoWe’ve gotten beyond the idea that brands using social media is more than just a trend. This year, social media has reached acritical mass at which we must handle the audience playing in that space with intelligence and strategy – It is not a ―B‖platform to follow your ―A‖ platforms.A recent Emarketer piece reinforced this. The article titled US Social Network Usage: 2011 Demographic and BehaviorTrends outlined the slowing, and projected continued slowing growth of unique new social network users. With theknowledge that growth is slowing and the assumption that less new users mean more seasoned or savvy users, does thismean that consumers will start to tune out attempts to market to them in social media? If we’re in this stage of saturationand tune-out, what is the next chapter in community management? I’m going to focus the remainder of this post onFacebook and Twitter, but a future post will detail other opportunities to evolve social media marketing for your brand.Giving some teeth to the quantitative data, Critical Mass did its own digging through our proprietary qualitative researchnetwork, Curious, to get a little insight into the reasons consumers engage with social media. Curious took away some keyinsights that shed more light on what consumers are more apt to engage with and the types of content that will cause themto click the ―unlike‖ button. Ian Roberts wrote a post that helped dig into this a bit more. He outlinedThe top reasons Curious found that a consumer ―liked‖ brands on Facebook were:1. Promotions and coupons2. Advice or support3. Exclusive information Babelfish Articles Nov 2011 Page 20
  21. 21. The top reasons to like or follow fall under the umbrella of adding value or building a relationship – social media’s bread andbutter. Consumer’s look for and feel comfortable with these ways to engage because they feel appropriate in the medium –a space built for sharing and building relationships. These reasons to follow validate the concept of community moderation,which works to reward sharing and participation and builds a safe place to converse over shared values or interests.Consumers ―Unlike‖ brands on Facebook that they perceive in the following ways:1. Fake2. Sales-yBrands who want to market instead of converse in social media are experiencing serious push-back. Curious was told by alarge part of the sample that brands engaging with consumers on Facebook, can be ―superficial‖ or ―deceptive‖. Consumersalso worried that following brands put a social media user at risk of getting their feed ―spammed‖. With only 50% ofFacebook users believing ―marketers are welcome participants‖ on Facebook and 70% who felt like they hadn’t given brandspermission to market to them (ExactTarget, 2010). The numbers don’t lie. Anecdotally, I’ve worked on brands in a previous lifethat have had serious client-side forces pushing for sales-y initiatives that weren’t a good fit for the community or theconversation in which it wanted to engage. When those types of posts went up, there was radio silence in the communityuntil the content reverted to the types of posts with which the community already felt comfortable.The bottom line: Consumers get it. They know what they want. They’ve seenthe kind of experiences they can have fromsome of the industry leaders and they are holding all brands to the same standard of excellence. If you don’t do it, you’rea goner (not to be dramatic), but if you keep pace, the kind of access you have to customers will be marketing gold. Theimplications of social media saturation should be at the top of your list of considerations as you work to develop a strategy.For success in keeping your community engaged beyond the ―like,‖ focus on:Repeat EngagementWhile I realize that no social media KPI list is complete without the phrase ―increase fans and followers,‖ the focus should beon repeat engagement first. In all considerations in social the first questions a practitioner, planner or strategist shouldpose and ultimately answer is, ―why will people come back?‖ This applies to mobile and Facebook apps, Twitter handles,blogs – everything.Establish the promise for value-add that your brand will make to your fans and keep it. To the point above from our Curiouscommunity, fans are coming for coupons, promotions and exclusive content. You need to keep this content coming in newand exciting ways. Not to mention, generic will no longer be acceptable to these savvy community members. Personalizationand smarter social integrations will continue to make your brand relevant to the consumers daily life—a welcome additionto their feeds as opposed to a static nuisance.1-800-Flowers does a fantastic job inspiring repeat engagement by offering specials that coincide with occasions/eventsthat inspire the gift of flowers both on the brand’s Facebook page and the Web site. While I disagree with using discountsand coupons solely to inspire repeat engagement, I do agree with 1-800-Flowers Fresh Rewards program, which not onlygives points for sending flowers, it also reminds a user of certain dates that he has fed into the system.Relationships and ServiceBuilding relationships is a little harder to measure, but as fans reject brands that aren’t genuine, brands that want to play inthe social space need to assess how much of a person they’re willing to be in order to build relationships. Will your brandreveal the person moderating a page by name or will it put up a corporate wall? On either end of the spectrum, making itclear that the posts or tweets are coming from someone who is a lot like the fans on the platform bodes well forrelationship and community building.The Nissan LEAF’s high-touch, information heavy, product launch required using transparency to form relationships. Answeringquestions as they arose was imperative to keeping the community’s trust throughout the purchase process that was unlikeanything U.S. auto buyers had experienced before. This isn’t the only way to build relationships. In communities where it’sbrand-appropriate, a real person can address the community and build the relationships on a person-to-person basis.Customer service is also a critical component of the relationship objective. By taking on this role, community membersexpect that you are offering them value and will be responsive to their contributions—good or bad. Consumers want to beresponded to and at an increasing pace. If a brand fails to serve up a positive customer service experience, the relationshipsthat it has worked to cultivate will also flounder. LEAF used social channels to answer questions about the product, butmany other service-based brands are using the channel to respond to complaints and ensure positive customer experiencesthrough a one-to-one relationship.Positive ReinforcementPosting and leaving isn’t an option if a brand truly wants to build a community. Reinforcing good behaviors from community Babelfish Articles Nov 2011 Page 21
  22. 22. members should be as much of a priority as responding to issues and complaints. Building up the good behavior will helpbuild a happy social media community. In many ways, this point points back directly to all of the lessons for RepeatEngagement and Relationships/Service. Positive reinforcement includes providing things of value—sometimes coupons, othertimes content or other forms of social currency, as well as simply being a responsive force within the reinforces sharing on its Facebook fan page in a lot of different ways, but the most evident is its ―Fan of theWeek‖ program, which puts fans who share photos on the Facebook wall with a Zappos box front and center. Who doesn’twant to be fan of the week?Is Saturation the future of social communities? In my opinion, Saturation is just the beginning of this evolutionary stage insocial media—life beyond the ―like‖ if you will. It’s more a period of opportunity than challenge because as users mature, ourcommunities are getting smarter and brand interactions in this channel deeper. While it’s important to prepare for theincreasing intelligence of social media users across the board, it’s also important to keep an eye out for the next generationto emerge. With more than backwards smiley faces and different definitions of privacy – they’ll bring with them an evenhigher set of expectations. As a group that came of age airing their grievances, happiness and sadness on social media, theteens and tweens of today will bring with them an entirely new set of opportunities and and Radian6: What it means for B2B marketersPosted by Lindsay Renwick / December 1, 2011 12:59 pm / TorontoFor years, a truism among social media marketers is that B2B is a soft medium, better suited to raising awareness, thoughtleadership and passive relationship building than to pursuing hard sales objectives. We argued increased length of B2B salescycles and difficulty of tracking customers from one platform to another as main reasons for not attempting full-scale CRMactivities.While those are both valid, one of the main reasons we steered clear was the sheer amount of work it would take toidentify, track and funnel leads to sales in the absence of a comprehensive social CRM tool. Advising clients to build acustom database and assign community management resources to enter, tag and monitor individual leads by hand neverseemed like a winning proposition.And so, we stuck to strategies that made the most sense, to get the most bang for a client’s buck. And while establishingthought leadership by producing best-in-class content undeniably works, it’s got two things going against it, from aninternal perspective. First, producing high-quality content on a regular basis takes a lot of work; second, it eats into timewhen employees could be pursing shorter-term wins through more familiar channels. Plus, we were always faced with thesame measurement issues. If we can’t adequately connect follows, likes and mentions to the bottom line, how can weexpect to convince skeptical managers and salespeople to participate in a program that seems like more work forquestionable return?Which is why I nearly jumped out of my skin with excitement back in March when I read that was acquiringRadian6. Could we be on the verge of discovering the B2B social Holy Grail? That remained a question mark for the betterpart of the summer as details were ironed out. Now, according to Radian6’s website, many of the features we’ve beenholding out for are becoming a reality:– Enable social media and community teams to see a customer’s entire service case history from the Radian6 dashboard,providing context for outreach and engagement- Build new contacts, leads, or service cases and push them to the sales team for follow-up actions to streamline workflow- Link social properties like blogs or Twitter accounts to existing CRM contacts, or create new contacts or leads from socialproperties discovered through monitoring- Automatically capture social conversations mentioning your brand generated by your customers or prospects in socialmedia Babelfish Articles Nov 2011 Page 22
  23. 23. - View your team’s engagement notes from the Radian6 dashboard within each customer or prospect recordThis all makes great marketing copy, but what does it mean for B2B businesses that link these two powerful services?1. Greater integration between marketing and sales.These teams can sometimes seem disconnected, especially in larger organizations. Total lead-gen transparency betweenthe two groups can lead to a greater understanding of each others’ efforts and decrease frustration as sales no longer hasto wait for marketing to qualify and hand off new leads.2. Greater understanding of social media ROI.With the two systems talking to one another, it becomes relatively simple to track social-media initiated sales and assignconversion values to community activities, providing all-important justification for assigning work hours to social mediaefforts.3. Better understanding of effective engagement tactics.Giving marketing teams the tools to determine what types of engagements lead to sales allows for better resourceallocation and less likelihood that social media audiences will tune out messaging over time.4. Larger community management teams.This one might seem like a bit of a flyer, but as marketing and sales teams refine lead-gen efforts to bring more sales in thedoor, marketing departments may be freed up to invest more heavily in the human resources required to step up socialmedia-based customer service and intake efforts, creating new job opportunities.These are just some of the immediate impacts that I can see coming. Can you see any other opportunities or difficulties theRadian6 and Salesforce partnership may present to B2B organizations?Search Social Connections In released the Social Marketing Cloud powered by Radian6 technology Wednesday. And while the platformsfive modules focus on social marketing, I asked Marcel LeBrun, senior vice president, GM of Salesforce Radian6, and GordonEvans, Salesforce Radian6 product manager, whats in it for marketers as more push to integrate social signals in search.Most marketers that are tapping into social media tools, such as Radian6 technology, tap into the interests people talkabout across networks. Using conversation analysis that determines the hot topics people talk about can help determine theconversations to target -- especially when it comes to niche searches.Optimizing search means it is important to serve up in the first few query listings, but how do marketers own terms andphrases, paid or organic? And how can a company create a presence wherever potential customers land across the Web?LeBrun and Evans believe marketers will find this tool in growing share of conversation. A companys share of conversationdiffers from share of voice.Marketers must determine the influence on a brand from an effect that consumers might have from a product. How often dothey mention the name of the brand, and what words do they use in connection within the conversation? That connectioncan strengthen search marketing campaigns. For example, when people talk about headaches, how often do they talk aboutAdvil as a remedy? Is the conversation positive or negative? Can the marketer step in and offer suggestions? What keywordsin a paid-search marketing campaign might connect with that conversation to strengthen the brands name and position?The Social Marketing Cloud suite does not offer keyword analysis tools. Its probably not the top requestsfrom its customers, but remains on a list of topics to explore for future upgrades, according to LeBrun.At the Search Insider Summit in Deer Valley, Park City, Utah next week, attendees will explore topics related to theintegration of social signals in search campaigns. Folks like Googles Lauren Kelley will provide insight into Google+.Colin Jeavons, president and CEO at Vertical Search Works, will become the judge to facilitate a heated discussion betweenJon Elvekrog, CEO, 140 Proof, and Janel Landis Laravie, co-founder of Chacka Marketing, on social and search. Attendeesbecome the jury, and they listen and interact with the two as they deliberate about the right balance of social and search --and how combining both (or not) can deliver the best value.Adobe Integrates BrightEdge Technology, Opens Search Campaignsby Laurie Sullivan, Nov 27, 2011, 2:01 PMAdobe has integrated digital marketing suite technology from search engine optimization platform provider BrightEdge to Babelfish Articles Nov 2011 Page 23
  24. 24. support search marketing campaigns. The companies plan to announce the integration on Monday.SEO and paid-search campaigns influence each other. Web analytics supports both. The module combines BrightEdge SEOdata with Adobes Web analytics and bidding optimization features.The integration across BrightEdge S3 and both Adobe SiteCatalyst and Adobe SearchCenter+ aims to knock down the wallsseparating organic and paid-search campaigns. It pulls in search query terms and rank for company marketers using theplatform, as well as organic search-ranking data from competitors.The combination allows users to see how paid and organic campaigns rank and provides on-site engagement or conversionmetrics in one report. It also supports an unlimited number of SEO keywords, keyword groups, business units and results formore than 40 countries and major search engines from the ISO-security certified BrightEdge platform.Marketers integrating the BrightEdge S3 platform and Adobe SearchCenter+ can create bid strategies based on both paid andorganic keyword activity, as well as gain access to combined reports and rich keyword expansion possibilities. The hope isthat SearchCenter bid rules can return higher return on investments, because there is a better understanding of the value ofa keyword, rather than just its paid-search value.Adobe began building a strategy to support search engine marketing just prior to the acquisition of Omniture about twoyears ago, according to Christopher Parkin, who heads Strategic Alliances and Genesis Solutions at Adobe. "Its only been inthe last year that we began integrating with SEO partners," he said, explaining that Genesis also offers integration with othersearch platforms from Conductor and Search Metrics.Parkin points to BrightEdges global footprint to support engines from Google and Bing to Baidu in China, as well as thequality of information. There are about 1,500 live integrations across Genesis, supporting a variety of services in addition tosearch marketing.Firms suffering information glutNovember 29, 2011 12:24AM, 24 Aug 2011THE growing mountain of inefficiently handled data in corporate information systems has become a silent productivity killer,costing the economy at least $3 billion a year, a report says.Around 40 per cent of companies surveyed indicated they were suffering from an information glut, up from about 34 per centtwo years ago.The report was commissioned by Hitachi Data Systems Ltd and undertaken by Deloitte Access Economics.Hitachi Data Systems general manager Neville Vincent said the mismanagement of digital information was the "silentproductivity killer" in Australian and New Zealand."We know that Australian people work incredibly hard in the developed economies, but they are probably one of the leastproductive," Mr Vincent said."We are verging on an information disorder, beyond an information glut."The productivity loss as a consequence of the inefficient handling of information represented a $3 billion annual drag on theAustralian economy, the report said."Most interviewees estimated that they could reduce the amount of time employees spend searching and accessing data bybetween 30-50 per cent if they had more efficient data management systems," the report said.The report found 81 per cent of companies surveyed said it was important to manage data growth, up from 68 per cent twoyears ago.Some 70 per cent of respondents said managing the costs of keeping track of the data was important, compared with 57 percent in 2009."To use the gluttony/obesity analogy, people have recognised that they are putting on weight, from an additional informationmismanagement perspective," Mr Vincent said."But they are not actually doing anything about it." Babelfish Articles Nov 2011 Page 24
  25. 25. Mr Vincent said the steps Hitachi had taken to improve its own processes - breaking up management silos, studying staffinteraction with data and building the appropriate technology to support that interaction - resulted productivity gains over afour-year period.It now cost the company 40 per cent less to generate every dollar of income.While the survey noted that the current economic climate meant businesses had downgraded investment spending in 2011 -potentially cruelling plans to improve their IT systems - Mr Vincent said many changes could be made with little cost."It costs you a lot less than you think, a lot less than it costs you in the millions and millions of dollars that people arethrowing at technology at a problem," Mr Vincent said."We see that as just exacerbating the problem."The survey represented the views of about 400 firms across Australia and New Zealand.Read more: media has diverse roleNEW YORK: Brand owners around the world are adopting a wide range of social media technologies but only a small numbercan claim to be "fully networked", according to a study by McKinsey.The consultancy polled 4,261 executives globally, and discovered that 50% of the firms represented now have an officialpresence on the networks, up from 40% in 2010.Official blogs logged 41% in terms of uptake, ahead of video-sharing sites like YouTube on 38% and microblogging platforms,including Twitter, on 23%, all of which recorded growth year on year.Adoption rates proved strongest in the high tech and telecoms sector on 86%, with business services on 77%, pharmacompanies on 74% and retailers on 69%, according to the study.When discussing the in-house benefits of deploying such tools, 74% of contributors agreed it was quicker to accessknowledge, 58% cited lower communications costs and 51% suggested it was easier to tap internal experts.Focusing on client-facing activities, 69% of the sample pointed to greater marketing effectiveness, 47% reported highercustomer satisfaction and 43% said that marketing spend was lower as a result.Currently, 78% of companies are still "developing" when it comes to deriving an advantage from their social activities, 12% areenjoying meaningful improvements on client-based metrics and 7% have mainly seen in-house benefits.A modest 3% of operators were considered to be "fully networked", or exploiting the complete range of favourable outcomesfollowing on from leveraging social properties.McKinsey also revealed there were "statistically significant correlations" between self-reported corporate performance andimplementing two core business practices in this area.The first was using these mediums to "scan the external environment", pursued by 75% of firms on at least one platform,peaking at 40% for social networks, 29% for blogs and 13% for microblogs.But the second such discipline, "matching staff to set tasks", was much less widespread on 29%. Other common uses of socialsites were finding new ideas on 73%, and managing projects on 55%.Looking ahead five years, 35% of the panel said boundaries between employees and customers would blur, 32% thought datawill become more important to decision-making, and 27% predicted organisational structures could flatten out.Data sourced from McKinsey; additional content by Warc staff, 24 November 2011How social technologies are extending the organization Babelfish Articles Nov 2011 Page 25
  26. 26. Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance. NOVEMBER 2011 • Jacques Bughin, Angela Hung Byers, and Michael Chui Source: McKinsey Global Institute Page 1: Introduction Page 2: Usage at scale and continued benefitso Exhibit 1: Rising adoption rateso Exhibit 2: Adoption of social technologies across industrieso Exhibit 3: Benefits remain consistent over time Page 3: The performance edge of networked enterpriseso Exhibit 4: Tracking the four types of organizationso Exhibit 5: Correlations with corporate performance Page 4: Networked organizations: Not a steady stateo Exhibit 6: Shifting network classifications Page 5: Changing processeso Exhibit 7: Supporting a variety of processeso Exhibit 8: A mix of old and newo Exhibit 9: A blurring of boundaries Companies are improving their mastery of social technologies, using them to enhance operations and exploit new market opportunities—key findings of our fifth annual survey on these tools and technologies, in which we asked more than 4,200 1 global executives how organizations deploy them and the benefits they confer. When adopted at scale across an emerging type of networked enterprise and integrated into the work processes of employees, social technologies can boost a company’s financial performance and market share, respondents say, confirming last year’s survey results. But this is a very dynamic environment, where the gains from using social technologies sometimes do not persist, perhaps because it takes so much effort to achieve them at scale. Some companies, respondents indicate, reaped fewer benefits and thus became less networked, while a smaller percentage learned how to deploy these technologies to become even more networked. Executives say that their companies are using them to increase their agility and to manage organizational complexity. Many believe that if organizational barriers to the use of social technologies diminish, they could form the core of entirely new business processes that may radically improve performance. Babelfish Articles Nov 2011 Page 26
  27. 27. Babelfish Articles Nov 2011 Page 27
  28. 28. Notes1 The online survey included 4,261 respondents across sectors, geographies, company sizes, tenures, and functional specialties.As with surveys in past years (when we referred to social technologies as ―Web 2.0‖) the survey covers the adoption andusage of technologies, their benefits, and corporate performance. This year, we also asked about how organizations are usingsocial technologies and the types and magnitude of the organizational and process changes that could result.Usage at scale and continued benefitsSocial technologies as a group have reached critical scale at the organizations represented in our survey. Seventy-twopercent of the respondents report that their companies are deploying at least one technology, and more than 40 percent saythat social networking and blogs are now in use (Exhibit 1). These technologies are being deployed across sectors, at the highlevel of 86 percent of the respondents’ companies in high tech and telecommunications, but at 62 percent of companies evenin the energy industry (Exhibit 2). Levels of reported benefits not only remain high when respondents’ organizations use socialtools for internal purposes but have also increased among those that use them for communicating with customers or forintegration with partners and suppliers (Exhibit 3).The performance edge of networked enterprisesLast year, we identified a small group of respondents who indicated that their companies had experienced superiorperformance from the use of social technologies across key stakeholder groups. We repeated the analysis this year, looking atthe average level of improvements in business benefits that executives reported. Four clusters emerge from our analysis.Executives at internally networked organizations note the highest improvement in benefits from interactions with employees;those at externally networked organizations, from interactions with customers, partners, and suppliers. Executives at fullynetworked organizations report greater benefits fromboth internal and external interactions. In the fourth and by far thelargest group, developing organizations, respondents report lower-than-average improvements across all interactions at their 2organizations.As we found last year, the number of fully networked organizations is small. But the percentage of externally networked 3organizations is higher and that of internally networked ones lower (Exhibit 4), reflecting the fact that the gains from the useof social technologies are not static (see discussion below). We call the companies in the fully and externally networkedgroups extended enterprises, since their use of social technologies in customer and partner outreach blurs the boundaries ofthe organization. Babelfish Articles Nov 2011 Page 28
  29. 29. We found statistically significant correlations between self-reported corporate-performance metrics and certain businessprocesses that networked enterprises use (Exhibit 5). The market share gains respondents report are correlated with two suchprocesses. First, these organizations use social tools to scan external environments. Second, they use them to matchemployees to tasks: internal wikis and social networks help project leaders to identify employees with the most appropriateskills and to assign these employees to the projects for which they are best suited. Babelfish Articles Nov 2011 Page 29
  30. 30. Another key performance measure, self-reported operating-margin improvements, correlated positively with the reportedpercentage of employees whose use of social technologies was integrated into their day-to-day work. Among the companiesof respondents who took the survey in previous years, these improvements also correlated positively with gains in thereported percentage of employees whose work is highly integrated with social media. Market share leadership in an industry,the final self-reported performance measure, correlated positively with the integration of social tools in employees’ day-to-day work, as well. Consistent with last year’s analysis, we found that market leadership correlates negatively with fullynetworked and externally networked organizations. While market leaders may use social technologies within the organization,they might be less inclined than market challengers to push for a full range of benefits.2 As we did last year, we sorted the respondents into four clusters based on the average mean improvement reported acrossthe different benefits when Web 2.0 is used in interacting with employees, customers, and external partners or anycombination thereof. Fully networked enterprises are defined as those with an average improvement greater than 10 percentwhen Web 2.0 is used to interact with employees, customers, and external partners. Externally networked enterprises arethose with a greater than 10 percent average improvement when Web 2.0 is used to interact with customers and externalpartners. Internally networked enterprises are those with an average improvement greater than 10 percent when Web 2.0 isused to interact with employees. The remainder of respondents work for what we classify as developing enterprises.3 See Jacques Bughin and Michael Chui, ―The rise of the networked enterprise: Web 2.0 finds its payday,‖, December 2010.Networked organizations: Not a steady stateWe also analyzed the responses of executives who participated in both the 2010 and 2011 surveys for changes in our definedenterprise clusters. According to these responses, a surprising number of organizations made the transition from one type ofenterprise to another. Roughly half of the internally and externally networked enterprises slid back into the category ofdeveloping organizations; that is, they did not maintain the benefits of using social technologies that they had achievedearlier. Less than 15 percent of the companies in any given category moved up to the next tier—in other words, from adeveloping to a networked enterprise or from an internally or externally networked enterprise to a fully networked one(Exhibit 6). It appears that it is easier to lose the benefits of social technologies than to become a more networked enterprise,which suggests that significant effort is required to achieve gains at scale. We also found initial indications that if thepercentage of employees who integrated social technologies into their day-to-day work declined, their companies were morelikely to backslide. Babelfish Articles Nov 2011 Page 30
  31. 31. Changing processesWe asked respondents about current and future uses of social technologies for a range of business processes and found thatthe greatest number say their companies use these tools to scan the external environment for new ideas. Respondents alsoreport that different technologies are better suited to specific types of business processes, as the accompanying heat mapshows (Exhibit 7). Social networking and blogs, in particular, are used most heavily in externally focused processes that gathercompetitive intelligence and support marketing efforts.Respondents expect social technologies to modify many of their organizations’ current processes. In addition, many believethat entirely new processes could arise if barriers to use—cultural obstacles, for example—fall (Exhibit 8). The respondentsaffiliated with fully networked organizations are the likeliest to believe that greater process change will occur in their ownorganizations. In larger numbers than respondents in other clusters, they think that social technologies will lead theircompanies to adopt entirely new processes under current conditions and to do so even more aggressively if all constraintswere removed. This optimistic view may reflect the fact that these respondents are seeing the greatest level of benefitsacross the board.Peering ahead three to five years, many respondents expect still more profound organizational changes (Exhibit 9). They saythat with fewer constraints on social technologies at their companies, boundaries among employees, vendors, and customerswill blur; that more employee teams will be able to organize themselves; and that data-driven decision making will rise inimportance. Babelfish Articles Nov 2011 Page 31
  32. 32. Babelfish Articles Nov 2011 Page 32