Reinventing B2B Publishing is a white paper looking at the challenges of adapting to a digital environment.
This white paper argues that B2B publishers will have to frequently reinvent their business models in the face of a still evolving digital landscape.
It calls for publishers to collaborate with other disciplines to drive new revenues and to tailor their products to the specific markets they serve. It also has a number of mini-case studies of B2B publishers already succeeding in the digital space.
A Transformation Roadmap for Media and Entertainment RevitalizationCognizant
ย
By following a five-step plan, media and entertainment companies can optimize human resources, standardize key business processes and revamp aging IT infrastructure to ensure viability over the long term.
The New Face of Retail: Retail and Consumer Trends Reshaping the LandscapeL.E.K. Consulting
ย
There are several trends reshaping the U.S. retail market today, from the decline of traditional media to smaller, more focused branding. In this webinar with ACG, L.E.K. Consultingโs Rob Haslehurst and Jon Weber discuss the trends reshaping the retail market today.
Magazine Publishers' Transformation: The Time to Act is Now! Value Partners
ย
By Demetrio Di Martino, Partner of the Singapore office, Charles Monteux, Senior Engagement Manager of the Sรฃo Paulo office and Mark Weston, Business Analyst of the London office. January
As we enter the digital economy, companies will find the business climate to be significantly more volatile than they have in the past, and at the forefront of this volatility is information enabling market participants that is shepherding in a wave of changes at an unprecedented pace. This rate of change translates to the rate in which the viability of information organized in a specific way to meet the needs of the organization losing its adhesion rather quickly. Understanding exactly what information will serve the needs of the organization and how it will be combined to serve both the marketplace and those who wield information in the marketplace despite the highly volatile digital economy is critical for the survival of organizations. This time is different, there are few organizations who have honed their ability to decipher the contribution information makes to their value propositions, but that is exactly what is needed to understand which information investments will yield the greatest organizational benefit.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
Combine this inability to decipher informationโs contribution to the bottom line with the onslaught of data and the amount of noise inherent in the data streams and it will become very apparent that those who are not able to proactively manage information as an asset of the organization that serves as a catalyst to achieving value propositions will be at a disadvantage to companies prepared for the digital economy.
There are several levers that companies can use to influence informationโs ability to serve as a catalyst to achieving value. These are:
โข Devising information based indicators that assure market adhesion to value propositions
โข Eradicating resistance to using information in time critical situations
โข Implementing the framework that orchestrates the valuation of information assets
โข Ensuring the alignment of information to the processes specifically devised to achieve value propositions
โข Incentivizing using information as a critical component of value propositions
This writing will go through some of the major levers and prioritize a roadmap devised to enhance the capabilities of thriving in the digital economy.
Wireless providers will need to adjust their strategies to accelerate innovation, cement customer relationships and improve operational efficiency to maintain revenue and profit growth.
A Transformation Roadmap for Media and Entertainment RevitalizationCognizant
ย
By following a five-step plan, media and entertainment companies can optimize human resources, standardize key business processes and revamp aging IT infrastructure to ensure viability over the long term.
The New Face of Retail: Retail and Consumer Trends Reshaping the LandscapeL.E.K. Consulting
ย
There are several trends reshaping the U.S. retail market today, from the decline of traditional media to smaller, more focused branding. In this webinar with ACG, L.E.K. Consultingโs Rob Haslehurst and Jon Weber discuss the trends reshaping the retail market today.
Magazine Publishers' Transformation: The Time to Act is Now! Value Partners
ย
By Demetrio Di Martino, Partner of the Singapore office, Charles Monteux, Senior Engagement Manager of the Sรฃo Paulo office and Mark Weston, Business Analyst of the London office. January
As we enter the digital economy, companies will find the business climate to be significantly more volatile than they have in the past, and at the forefront of this volatility is information enabling market participants that is shepherding in a wave of changes at an unprecedented pace. This rate of change translates to the rate in which the viability of information organized in a specific way to meet the needs of the organization losing its adhesion rather quickly. Understanding exactly what information will serve the needs of the organization and how it will be combined to serve both the marketplace and those who wield information in the marketplace despite the highly volatile digital economy is critical for the survival of organizations. This time is different, there are few organizations who have honed their ability to decipher the contribution information makes to their value propositions, but that is exactly what is needed to understand which information investments will yield the greatest organizational benefit.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
Combine this inability to decipher informationโs contribution to the bottom line with the onslaught of data and the amount of noise inherent in the data streams and it will become very apparent that those who are not able to proactively manage information as an asset of the organization that serves as a catalyst to achieving value propositions will be at a disadvantage to companies prepared for the digital economy.
There are several levers that companies can use to influence informationโs ability to serve as a catalyst to achieving value. These are:
โข Devising information based indicators that assure market adhesion to value propositions
โข Eradicating resistance to using information in time critical situations
โข Implementing the framework that orchestrates the valuation of information assets
โข Ensuring the alignment of information to the processes specifically devised to achieve value propositions
โข Incentivizing using information as a critical component of value propositions
This writing will go through some of the major levers and prioritize a roadmap devised to enhance the capabilities of thriving in the digital economy.
Wireless providers will need to adjust their strategies to accelerate innovation, cement customer relationships and improve operational efficiency to maintain revenue and profit growth.
The main Media Market Trends & News we would like to share with you in this issue are the following:
Brief TV Market overview
o Switching from analogue TV โ influence & recommendations
o Online businesses booming on TV
Digital Market overview featuring recent changes and new Advertising possibilities
o Kantar TNS Ukraine released the results of Telegram audience research
o Instagram announced โMusic in Storiesโ and will allow the publication of 60-minute videos
o Facebook may now ban you from advertising
OOH & Radio shown growth vs 2017
According to Zenith WW forecast Mobile internet to reach 28% of global media usage in 2020
Agency of the Future - Summary FindingsSapient GmbH
ย
A survey commissioned by Sapient has established that marketers are recognising the need to make greater use of digital marketing, and accordingly are looking to marketing agencies with proven expertise in digital marketing techniques.
The study, conducted by Redshift Research between July and August 2008, measured current and future usage of digital marketing activities among 500 companies employing more than 1,000 employees across the UK, Germany, Switzerland, Sweden and the Netherlands.
A general report that looks at the communication and marketing trends happening in the market. Report covers both technology factors and consumer trends, and how these two areas are converging like never before.
Festive shopping digital commerce research-WATInsights Report 2021Social Samosa
ย
The report โDigital Commerce in India - Festive season shoppingโ provides consumer and business insights to its audience and explores the components of digital commerce in India.
Time for consumer goods companies to rethink digital marketingCognizant
ย
Consumer goods companies must reinvent their digital marketing capabilities to actively engage consumers and move them along the path to purchase by consistently delivering highly personalized, authentic and valuable brand experiences across marketing channels.
You aren't on Gab? Part 1 - the interview | Learn as I Learn - Digital Marke...Clayton Carroll
ย
In September I wrote about the new social network Gab (www.gab.ai).
.
To follow-up on my initial blog, Gab: A First-in Social Network Opportunity, I conducted an email interview with their chief communications officer and also found some web stats to see if they had grown.
.
This is part one, where I focus on the data I found and an interview. Part two (next week), will look at what all this means for you and your business.
.
You might not have heard of the social network Gab since it is less than 6 months old but it is something that every business should take seriously: http://buff.ly/2jcLrdK
.
Gab, which is very similar to Twitter, grew from nothing in August 2016 to almost 4 million website hits in December 2016, which ranks it in the top 99.99% of websites in the world. Also, with 100,000 users and 200,000 more on wait lists in December 2016, any business can join Gab now and enjoy a first-mover advantage in their niche.
Analysis of Covid-19 effects on different industries and which marketing strategies companies decided to use to save money and improve their performance in the industry.
Industries analysed:
1. Online retail
2. Fashion and Beauty
3. Online Groceries
4. Amazon category analysis - growth, winners and losers
5. Travel - Line of business conversion and visitation
6. Finance
7. Telecom - 5G traffic growth
La gรฉnรฉration Y et lโordinateur personnel. Les perspectives de la tรฉlรฉvision traditionnelle jusquโen 2020. LโInternet ร gigaoctet. Les femmes dans le domaine des TIโฆ
Les Prรฉdictions TMT portent sur un large รฉventail de sujets.
Cette annรฉe, nous nous penchons รฉgalement sur le commerce mobile ร partir dโappareils ร รฉcran tactile, les jeux et les bloqueurs de publicitรฉs, la rรฉalitรฉ virtuelle, les tendances relatives aux recettes des salles de cinรฉma et lโexpansion des technologies cognitives dans les entreprises.
Dรฉcouvrez les prochaines perturbations qui changeront la donne!
Media Digest is Posterscopeโs bi-annual update of the latest research and insight relevant to the OOH industry.
This latest edition features a broad economic outlook and highlights from the Bellwether review which shows marketing budgets reached their third highest level in the surveyโs history. It also includes a thoughtpiece on how Behavioural Economics can be applied to planning OOH, based around the key principles which emerged from the Behavioural Economics research and development commissioned by the IPA. In addition, it covers mobile insights looking at how research for Lenovo proves the value of optimising OOH campaigns using mData, insight tools Crimson Hexagon and IPA Touchpoint 6 as well as the latest research from our media owner partners.
GroupMโs The Great Shift 2020 details the shift caused by the pandemic in four major sectors (Auto, CPG & E-comm, Telecom and Financial Services) and another (Entertainment) where the industry has gone through significant change and, as a result, we must alter the way we think of them as sources of inventory.
The main Media Market Trends & News we would like to share with you in this issue are the following:
Brief TV Market overview
o Switching from analogue TV โ influence & recommendations
o Online businesses booming on TV
Digital Market overview featuring recent changes and new Advertising possibilities
o Kantar TNS Ukraine released the results of Telegram audience research
o Instagram announced โMusic in Storiesโ and will allow the publication of 60-minute videos
o Facebook may now ban you from advertising
OOH & Radio shown growth vs 2017
According to Zenith WW forecast Mobile internet to reach 28% of global media usage in 2020
Agency of the Future - Summary FindingsSapient GmbH
ย
A survey commissioned by Sapient has established that marketers are recognising the need to make greater use of digital marketing, and accordingly are looking to marketing agencies with proven expertise in digital marketing techniques.
The study, conducted by Redshift Research between July and August 2008, measured current and future usage of digital marketing activities among 500 companies employing more than 1,000 employees across the UK, Germany, Switzerland, Sweden and the Netherlands.
A general report that looks at the communication and marketing trends happening in the market. Report covers both technology factors and consumer trends, and how these two areas are converging like never before.
Festive shopping digital commerce research-WATInsights Report 2021Social Samosa
ย
The report โDigital Commerce in India - Festive season shoppingโ provides consumer and business insights to its audience and explores the components of digital commerce in India.
Time for consumer goods companies to rethink digital marketingCognizant
ย
Consumer goods companies must reinvent their digital marketing capabilities to actively engage consumers and move them along the path to purchase by consistently delivering highly personalized, authentic and valuable brand experiences across marketing channels.
You aren't on Gab? Part 1 - the interview | Learn as I Learn - Digital Marke...Clayton Carroll
ย
In September I wrote about the new social network Gab (www.gab.ai).
.
To follow-up on my initial blog, Gab: A First-in Social Network Opportunity, I conducted an email interview with their chief communications officer and also found some web stats to see if they had grown.
.
This is part one, where I focus on the data I found and an interview. Part two (next week), will look at what all this means for you and your business.
.
You might not have heard of the social network Gab since it is less than 6 months old but it is something that every business should take seriously: http://buff.ly/2jcLrdK
.
Gab, which is very similar to Twitter, grew from nothing in August 2016 to almost 4 million website hits in December 2016, which ranks it in the top 99.99% of websites in the world. Also, with 100,000 users and 200,000 more on wait lists in December 2016, any business can join Gab now and enjoy a first-mover advantage in their niche.
Analysis of Covid-19 effects on different industries and which marketing strategies companies decided to use to save money and improve their performance in the industry.
Industries analysed:
1. Online retail
2. Fashion and Beauty
3. Online Groceries
4. Amazon category analysis - growth, winners and losers
5. Travel - Line of business conversion and visitation
6. Finance
7. Telecom - 5G traffic growth
La gรฉnรฉration Y et lโordinateur personnel. Les perspectives de la tรฉlรฉvision traditionnelle jusquโen 2020. LโInternet ร gigaoctet. Les femmes dans le domaine des TIโฆ
Les Prรฉdictions TMT portent sur un large รฉventail de sujets.
Cette annรฉe, nous nous penchons รฉgalement sur le commerce mobile ร partir dโappareils ร รฉcran tactile, les jeux et les bloqueurs de publicitรฉs, la rรฉalitรฉ virtuelle, les tendances relatives aux recettes des salles de cinรฉma et lโexpansion des technologies cognitives dans les entreprises.
Dรฉcouvrez les prochaines perturbations qui changeront la donne!
Media Digest is Posterscopeโs bi-annual update of the latest research and insight relevant to the OOH industry.
This latest edition features a broad economic outlook and highlights from the Bellwether review which shows marketing budgets reached their third highest level in the surveyโs history. It also includes a thoughtpiece on how Behavioural Economics can be applied to planning OOH, based around the key principles which emerged from the Behavioural Economics research and development commissioned by the IPA. In addition, it covers mobile insights looking at how research for Lenovo proves the value of optimising OOH campaigns using mData, insight tools Crimson Hexagon and IPA Touchpoint 6 as well as the latest research from our media owner partners.
GroupMโs The Great Shift 2020 details the shift caused by the pandemic in four major sectors (Auto, CPG & E-comm, Telecom and Financial Services) and another (Entertainment) where the industry has gone through significant change and, as a result, we must alter the way we think of them as sources of inventory.
Whitepaper: Why banks need to move if they want to own banking in the future.Stefan F. Dieffenbacher
ย
1. Executive Summary
Driven by the top Internet players the speed of change in the financial services market is rapidly increasing. To secure their business and generate further growth these Internet players are forced to attack additional markets and the financial services market is one of them.
They will conquer the financial services market by
โข utilizing their global customer base and advanced customer intelligence (data),
โข by connecting today separated services to an eco system using technology and delivering advanced user experience
โข and their ability to move fast.
Their entry point to the financial services market is the offering of payment services to their clients through the use of their mobile devices. Extending the functionality of wallets will challenge classical retail bankingโs value proposition as these Internet companies can go far beyond classical value propositions.
Some traditional financial services companies already start to understand that the time for a change has come, as these developments will challenge their core business models in very few years. For the first time, this many large-scale companies are starting to invest in programs in large excess of โฌ500m to become better in digital.
While huge investments are not a sufficient reaction to the challenges of the market, players that will not follow the trend will lose their current position in the next years.
Traditional bankโs service offering and channel mix needs to be further rethought and adapted, followed by a fast-paced execution to respond to todayโs quickly emerging reality. Players who are not able to manifest their position in the digital channels soon will be challenged in their existence.
The strategic transition needs to be guided by a short-term tactical approach to seriously start earning money in digital. On top of the pure positive financial impact of such a tactical approach, achieving significant sales through a much stronger public website as well as data-driven up- and cross-selling measures will start a cultural shift within the bank. When executives and employees discover that suddenly the digital channels generate large amounts of money, a movement of change could be kicked off. That would be the basis to understand the urgency and the possibility to develop a guiding coalition โ the start of any strong change process. โ
2. Introduction
We are convinced that banks needs to even further raise their attention to their Digital Channels and some necessary adoptions of their business models to stay long term successful. We have rationalized our analysis and proposed actions by a large body of research and facts, which provide deep evidence and insights in recent market evolutions.
To provide a complete picture we showcase recent alterations and transformations in diverse industries, highlight the changing face of the insurance industry and subsequently dive into an analysis of the banking industry. We cover w
THE NEXT INDUSTRIAL REVOLUTION. HOW E-COMMERCE IS TRANSFORMING B2BCEO Magazyn Polska
ย
Forrester Research estimates that cross-border B2B e-com-
merce transactions will reach US $1.2 trillion by 2021.1
With the advent of the internet and digitalization, the
opportunity for companies to boost revenues by tapping
global markets and to drive down costs through greater
efficiency has also opened up new prospects for earnings
growth. This huge potential is forcing B2B companies to
adapt their supply chains to be more like a business-to-
consumer (B2C) channel i.e. flexible, agile, scalable, quick-
er, mobile and global. More significantly, digitally-aware
B2B customers are expecting โAmazon-likeโ experiences
including seamless commercial transactions when buy-
ing, receiving and returning products.2 Businesses have
shifted their purchasing research and transaction activi-
ties towards online3 especially when customer expecta-
tions for a full spectrum of services and support that are
hosted online have continued to increase.4 Despite these
customer expectations, there are fundamental differences
between B2B and B2C commercial transactions which
need to be understood and managed.
โHyperconnectivityโ is a term that describes a defining feature of contemporary society. Thanks to the Internet, mobile technology and increasingly the Internet of Things, people, places, organisations and objects are linked
together like never before.
More than a technological trend, hyperconnectivity is a cultural condition to which businesses have no choice but to adapt. But what does is it mean for companies,industries and consumers?
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
ย
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
ย
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
Prepared by the EBG in collaboration with the Boston Consulting Group and IBM, the 2016 Guide answers this question by drawing on 65 interviews with top decision-
makers (Chief Executive Officers, Chief Digital Officers, Chief Operating Officers, etc.) of French and international companies, including traditional, but also pure plays.
The areas of activity have been arranged into 5 groups:
โข Transport, Travel and Hotels,
โข Telecom, Media, Energy, Gaming,
โข Fashion, Distribution and Consumer Goods,
โข Insurance,
โข Banking.
By surveying these different B2C or B2B2C sectors, a more global image of digital industrialization emerges, beyond pilot programs.
Several analytic tools used by the Boston Consulting Group were applied to the analysis
of this work:
The matrix of the digital disruption of the BCG economic environment allows us to evaluate the intensity of the disruption that affects these different sectors and their level of transformation.
Digital transformation study led by IBM, Boston Consulting Group and the think tank EBG, addressing 65 global companies in Europe on their views, challenges and status on digital industrialization of their organization
Business Valuation Principles for EntrepreneursBen Wann
ย
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
ย
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
ย
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
ย
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
ย
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youโll also learn
โข Four (4) workplace discipline methods you should consider
โข The best and most practical approach to implementing workplace discipline.
โข Three (3) key tips to maintain a disciplined workplace.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
ย
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
ย
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
๐ข Email Access
๐ข Bank Added
๐ข Card Verified
๐ข Full SSN Provided
๐ข Phone Number Access
๐ข Driving License Copy
๐ข Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1โช(218) 203-5951โฌ
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
ย
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
ย
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Improving profitability for small businessBen Wann
ย
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. Table of contents
1. The B2B market is changing โ rapidly โ Page 2
2. Discovering new business models โ Page 5
3. Producing valuable content โ Page 11
4. Advertising must evolve โ Page 13
5. Conclusion โ Page 16
Introduction
This white paper argues that B2B publishing is in the midst of a revolution and one that still
has some way to go due to emerging technological and economic trends.
While these trends are in progress B2B publishing models are likely to need regular
adjustment to keep pace with technological developments and changes in the industries
they serve.
The rise of digital presents both threats and opportunities for B2B publishers, which this
paper attempts to explore in some detail. Though free content and alternative providers
pose a threat to B2B publishers, digital is also an opportunity for much more precise
measurement, to develop new products and to become more engaged in the market place
This white paper first looks at changes in the market place for B2B publications and then
drills down to topics such as publishing business models, the role of content, advertising
and conferences and how they need to adapt to thrive.
It also looks at the issue of corporate cultures and silos, which particularly in larger
companies, can represent serious barriers to change and argues strongly for flatter more
flexible management structures.
This document has been broken up with a series of very short case studies and bullet
points to support the arguments made.
1 Copyright ยฉ 2013 by JJPAssociates
3. Chapter 1: The B2B market is changing - rapidly
The increase in disruptive influences to a growing number of industries served by B2B
publishers and the proliferation of web-enabled devices means that publishers are likely to
have to reinvent their business models frequently to remain relevant to their users.
The business formula of printing and distributing newsletters and later specialist
magazines to paying subscribers and selling advertising in them has been remarkably
profitable for over a century. But that model is clearly being challenged with the
pervasiveness of free content and new platforms for advertisers.
The next generation of successful B2B business models are unlikely to be as stable or as
enduring and will need to constantly evolve. B2B models are also likely to differ depending
on the industry being served. Unlike the old publication subscription approach the new
hybrid models that will evolve may not be easy to replicate to serve other industries. One
size fits all approaches will become less adequate.
Besides changes in the way content is consumed, publishers should pay closer attention
as to how disruptive technologies and trends such as perpetually slow economic growth in
developed countries are reshaping the industries they serve.
Another trend that is making greater headway is the near permanent discounting by
retailers and other service providers, which is encouraged by discount voucher platforms
such as Groupon and Amazon Local. Discounting reflects a growing consumer focus on
affordability and value for money and as it becomes more prevalent it could become
established in B2B markets as well.
These trends are translating into more intense competition, margin compression and
budget pressures across entire industries. High profile examples include bricks and
mortar-based retailing, music, telecoms, software, airlines and automotive. Some of those
pricing pressures are being passed down the supply chain as OEMs and retailers adapt
their products to more competitive markets.
Most industries are facing rapid change in at least some parts of their business, this isn't
always leading to budget pressures, but this does mean B2B publishers need to be more
attentive to the changing needs of their customers. These changes are often well
documented by the publications themselves, but their managements often fail to
understand the impact on the publishing businesses they run.
2 Copyright ยฉ 2013 by JJPAssociates
Data Box
1. The Professional Publishers Association's Business Media Group estimates that
from 2011 to 2013 the contribution that print makes to revenue for B2B publishers will
fall from 59.4% to 52.0%.
2. By contrast the contribution from digital will almost compensate by rising from
16.6% to 23.7%, accounting for almost a quarter of B2B revenues.
4. A digital revolution to rival the industrial one?
In some respects the huge changes taking place in the world economy are reminiscent of
the industrial revolution of the 19th
century, when new industries emerged and old ones
passed away.
Society was also radically transformed and organised in new ways to suit the needs of the
industrial economy. This led to developments such as urbanisation, universal education,
consumerism, greater standardisation and changes to the political landscape. The digital
revolution is already forcing many industries to transform and may yet serve as a catalyst
for big societal changes.
The current revolution, which is far from over, is heavily influenced by the growing
ubiquitousness of the Internet, which is reaching deeper into every day life. It is being
fuelled by the growing processing and bandwidth power combined with the falling cost of
web-enabled devices and connectivity. Apart from creating entire new industry sectors it is
also increasingly cutting out the fat from traditional ones.
A case in point is in the publishing industry where content has traditionally been consumed
via paper-based products and this is now increasingly happening in a digital format, which
cuts out a layer of costs. In the music industry the transformation has been more radical
and traumatic where thanks to innovations such as iTunes from Apple, consumers only
pay for the tracks they want rather than having to purchase an entire album where most of
the tracks may be of little interest.
If history is any guide the current upheaval and transition to a new economy will eventually
move towards a new equilibrium at which point a more stable environment should become
established. Knowing when this will happen or if it will happen is impossible to predict โ it
may take a decade or less. But it is only upon reaching that inflection point that more long-
term stable B2B publishing models are likely to emerge.
3 Copyright ยฉ 2013 by JJPAssociates
Data Box
1. PwC's Global Media and Entertainment Outlook forecast a compound annual
growth rate (CAGR) of 3.7% between 2012 and 2016 for the UK business media
sector.
2. It states that revenues from print titles within the B2B sector are likely to be stable at
-0.4% over that period with any growth being driven by digital.
3. Anecdotal evidence suggests that many B2B publishers generate 40-50% of their
revenues from online, but for many smaller publishers the percentage is lower.
Mark Allen Group โ License to print money
Mark Allen Group developed a licensing business that gives it a very useful second
revenue stream from content, which has already been created. For instance its site
Internurse.com aggregates content from the publisher's various nursing titles and sells
access to nursing colleges and other institutions.
According to an interview with the founder most of the revenue from this activity is pure
profit as it requires no full time staff and simply uses existing content.
5. A possible catalyst for a more stable business environment is when the Internet has
reached maximum saturation across the globe with the economy having adapted to that
reality.
The current leaders of this revolution such as Google, Facebook, Apple, Amazon, Twitter
and LinkedIn may eventually be relegated by a new generation of tech leaders. A feature
of the new normal is that Industry dominance times are shrinking. This may require the
publishing industry to go through several rounds of reinvention to survive.
4 Copyright ยฉ 2013 by JJPAssociates
Some likely disruptive technologies to markets served by B2B publishers
1. 3-D printing - Could pose challenges to some traditional manufacturing industries,
but will open up massive new opportunities for other businesses such as designers.
2. Graphite is a material, which holds tremendous promise and is a potential challenger
to many metals. Applying it also requires new manufacturing processes. It will create
new players as well as losers.
3. O3B (The other 3 billion) - An initiative to bring affordable high bandwidth
connectivity to billions of people in developing countries effectively making them part of
the global economy. This could open up new markets for providers of affordable
products & services.
4. Augmented reality โ Undoubtedly opportunities beckon should products such as
Google glasses become ubiquitous enabling data to be matched with location in real
time in new ways.
6. Chapter 2: Discovering new business models
Times of rapid transformation will present considerable opportunities for some B2B
publishers to dominate their markets by capitalising on technological developments to
launch new products and services and generate new sources of revenue. Crucially, the
successful B2B publishers will use technology to find better ways of meeting the needs of
their customers and to add value to their businesses.
The key benefits of operating in a digital format are the ability to measure performance, to
engage, to collect and interpret data and speed and scope of dissemination. B2B
publishers should look to capitalise on those advances.
Publishing companies, which remain wedded to the old subscription and advertising model
are likely to struggle going forward. There is more involved than simply moving from
paper-based to digital publishing and not to go beyond that also risks missing out on new
business opportunities.
5 Copyright ยฉ 2013 by JJPAssociates
B2B publishers' strengths:
1. Source of trusted content - other content providers may have conflicts of interest.
2. Provide a filter where flow of content is overwhelming and confusing.
3. Naturally positioned to analyse and package content.
4. Geared to labour intensive task of gathering & producing content.
5. Positioned to build relationships leading to more granular databases.
6. In-depth knowledge of industries they serve โ an opportunity to develop new
products.
7. Positioned to build engaged communities.
B2B publishers' weaknesses:
1. Traditional subscription and advertising models are under threat.
2. Cost of entry for competitors much lower due to almost nil costs of distribution.
3. Growth of rival databases, such as email lists, from non-publishing sources.
4. News is a commodity and increasingly free.
5. Growing number of news aggregators โ Google News among the best known.
6. Protecting proprietary content from piracy is a challenge.
7. Growth in alternative platforms for advertisers.
7. A reluctance to innovate is often due to understandable fears of cannibalising a profitable
business with less profitable lower margin alternatives. However, if the legacy business is
already under attack, a failure to respond when profitability is still relatively high will make
changing later on more difficult. By then resources may be depleted and users may have
migrated to other providers of content and business enabling platforms.
The publishers which are the most likely to be able to retain traditional business models
are those that already provide content that is truly unique, difficult to replicate and
completely vital to their readership. Those publishers tend to be highly specialised and
serving niche markets. They should still consider the advantages digital platforms can offer
in terms of developing new products. However, the majority of B2B publishers will have to
think beyond traditional publishing business models.
To survive the explosive growth in connectivity, social media and the spread of free
content, B2B publishers need to focus on becoming hubs for the industries they serve as
enablers of business so that they remain relevant.
Being an industry hub
The best B2B publishers were always a hub around which an industry could figuratively
congregate to share information, ideas and drive new business. Those publishers provide
targeted information supporting subscribers so they can make informed business
decisions, whilst helping to drive business for them through advertising. They enable
networking and the sharing of ideas through conferences and other such events.
Publishers are being challenged as never before by new entrants and new ways of
obtaining industry information and of interacting. Bloggers, consultancies and some
advertisers, for example, provide free content โ usually for content marketing purposes.
For instance, companies are being advised to become publishers themselves with regards
to their websites to drive traffic and to engage with visitors.
For example, the social media platform LinkedIn is a favoured hunting ground for recruiters
therefore diminishing the need for jobs adverts in some B2B publications and also for
6 Copyright ยฉ 2013 by JJPAssociates
Centaur Media โ Building on a print heritage
In recent years Centaur Media has focussed heavily on developing a digital strategy.
Centaur owns publication brands built on a print heritage, which play an important role
in the business communities they serve. But at recent conference events and in
interviews with industry media its executives have been talking about providing
relevant content to fragmented audiences where it is highly valued and delivered at
the right time, place and context. For instance, much of its readership travels regularly
and that means making that content workable on smart phones.
Centaur sees content marketing as core to its future by creating a shop window for its
clients that supports an eco-system of different products. And the key lubricant to that
eco-system is audience data, which means relevant content can be delivered to them.
It also sifts and analyses unstructured data to create relatively low cost proprietary
content that is nonetheless valuable to B2B decision makers.
8. networking at conference events.
The very successful online platform, Gorkana, which matches journalists with public
relations professionals is another example of a challenger to B2B publishers. Its success
relies on the combination of its constantly updated database, industry analysis, its popular
jobs site and the fact that it acts as a community to the PR industry, which it serves.
Increasingly, Gorkana is also providing written content about developments in the media
industry and looks for ways to help PR professionals to do their jobs better. Access to
these services is provided via a monthly subscription charge.
Social media platforms can disseminate information at record speed and make networking
with like minded individuals easy. In essence most B2B publishers no longer have a
monopolistic position on gathering, filtering and distributing information about the industry
they cover nor are they any longer such an important point of reference for helping
companies gain new business.
Adapting to this new environment is about constant evolution, a case of remaining
relevant and adding value, but in a way that keeps pace with the market's needs.
Implementation, however, requires a revolution in attitude, thinking and skill sets. Many
conservatively run B2B publishers will find that difficult to cope with.
Potentially one of the biggest assets B2B publishers possess is their audience knowledge,
and in terms of importance that will increasingly trump content. For an editorially driven
organisation that will be difficult to accept though quality content will remain a strong
motivation for people to be part of the community hosted by the publisher.
For some publishers it will be about selling access to specialist content possibly via tiered
subscription models. For others content will serve as a medium to sell other products, such
as data, analysis, consultancy, training and brokerage services. For yet others it might be
a case of providing software, which can interpret and present data in a way that is useful to
users. For sure these models already exist, but some B2B publishers may need to
consider them or new variations of them for the first time.
Though the challenges faced by B2B publishers are formidable they are not
insurmountable and these companies also possess some advantages their non-publishing
rivals don't have. And many are already succeeding.
It will require considerable investment, training, collaboration and the use of new skills to
succeed. That implies more risk taking and higher levels of investment.
7 Copyright ยฉ 2013 by JJPAssociates
BIC Alliance โ From publishing to investment banking
BIC Alliance started out with a publication, which targets the Human Resources sector
of the oil & gas industry, an area that was being ignored, and used that as a platform to
develop a range of other businesses.
By capitalising on its intimate industry and people knowledge and relationships in the
oil & gas sector the publisher branched out into recruitment. From that it developed a
business brokering companies and even moved into investment banking as the 'C'
level executives it was placing also buy companies.
9. Collaborating to succeed
Breakthroughs in science and engineering are increasingly occurring due collaboration
between different disciplines providing a forum for the cross fertilisation of ideas, skills and
thinking. Publishers need to think in the same way and form relationships with other types
of provider, such as software developers and data analysis companies and develop
greater interaction between different disciplines to forge new ways of meeting the needs of
their customers.
Rather than just providing content and a platform for advertisers, B2B publishers must
focus more intensely on helping their customers achieve their business objectives whether
it be client acquisition, deepening business relationships or building their brands. Those
objectives should drive the type of partnerships publishers seek out. A case of where the
sum equals more than the parts.
But even within an organisation, particularly large ones, there are many skill sets often
working in isolation to each other. Management should look to drive greater collaboration
across different disciplines within their organisations to produce better products and to
discover new business models.
Ending silos
There should be greater coordination and collaboration between the editorial, IT (product
execution & content distribution) and the commercial function (marketing, advertising,
subscription & conference sales).
Sometimes due to a desire of maintaining editorial integrity or simply because of the siloed
nature of some organisations, editorial, commercial and even IT remain separated and in
extreme cases completely isolated from each other. This is a huge mistake. These
functions should work as one to maintain a product that is relevant. Commercial and
editorial, in particular, see different facets of the same industry and sharing information and
ideas can be invaluable for product development.
The often sheltered nature of the editorial function of simply producing copy is no longer
enough. Editorial will increasingly be expected to think in terms of what's best for the
business and producing content that is relevant. In a digital format it is increasingly easy to
measure, which content is most consumed, shared and talked about (with a paper-based
publication that is impossible to do). Though these practices are increasingly common, not
all publications are taking advantage of such tools.
Some providers of free content already take this approach often going to extremes to
attract attention and drive traffic to their websites. This is motivated by a desire to generate
clicks for advertisers, but also ironically to create a valuable piece of real estate to sell to a
traditional publisher on the basis of the number of 'eye balls' it attracts.
8 Copyright ยฉ 2013 by JJPAssociates
Knovel โ Engineering ease of use
Knovel is an information provider to engineers, which has tailored its offering to the
digital age. It developed an API (Application Programming Interface) so it can deliver
data, which can be integrated into the user's own software with Excel being a major
application used by engineers. This makes Knovel's data far easier to use and more
ubiquitous.
10. It requires striking a careful balance between editorial and commercial needs. In an age
prone to reputational disasters and where big stories evolve in real time, an unbiased, but
responsive editorial function is a crucial selling point.
Closer collaboration with the commercial side doesn't have to translate into producing
content that is biased towards certain industry interests or players. However, it is an
opportunity to produce content that is more closely aligned to the market's needs and
which reflects the current concerns of companies.
Creating a change culture
If B2B business models are going to need constant tweaking and even regular reinvention
then that will require a fundamental rethink as to how organisations operate, plan and
execute. It may be a clichรฉ to talk about operating like a start-up, but it is exactly the kind
culture that will keep a B2B publisher innovative and adaptive.
However, the reason this paper talks about new business models being an evolutionary
step and execution being revolutionary is that so many organisations are stooped in a
corporate culture constrained by silos, rigid managerial hierarchies, restrictive practices
and corporate bureaucracy.
Also, many B2B publishers are too risk adverse and set in their own way of operating and
could see their businesses stagnate. More calculated risk taking should be encouraged
along with an acceptance that failure will sometimes occur.
For those types of companies moving towards a culture, which fosters constant innovation,
flexibility and collaboration will require a revolution in their corporate culture. For instance,
flatter management structures should be considered and greater interaction between
departments should be formalised at least until that interaction happens naturally.
9 Copyright ยฉ 2013 by JJPAssociates
Estates Gazette โ Defying the property slump
Estates Gazette (Reed Business Information) has maintained its position at the
epicentre of the UK commercial property market by developing a number of 'must
have' products, which have helped shelter it from the worst of the recession.
One of the key assets of this publication is its EGi database developed in the 1990s,
which monetises its content via a subscription model. It lists every significant
commercial building in the UK, including land. It holds information on sales, prices,
rents, tenants, lease breaks and rates. This data is extremely useful for companies
involved in commercial property with agents and brokers using it to advise their clients
on property values for buying, selling, investing and financing. From EGi other
products have been developed such as a module for property lawyers.
Another source of revenue is property link, a commercial property website, which
hosts more than 60,000 properties for sale or rent with revenues generated from paid-
for and enhanced listings โ advertising.
Then there's the magazine and the website estatesgazette.com, which also generates
subscriptions and advertising revenue and acts as a marketing funnel for other
products. Interestingly, Estates Gazette was given a boost in terms of circulation
numbers, which had been declining for years, when it was adapted for a tablet format.
11. Also, talent should be recognised, encouraged and rewarded. Devolving more power to
business units and even individuals should also be considered so as to foster a 'can do'
rather than a permission-orientated mentality.
By comparison creating new business models is a more evolutionary step. Often the
solutions to business problems reside with the individuals who are at the coal face and
closest to the customers be they the sales personnel or editorial.
10 Copyright ยฉ 2013 by JJPAssociates
12. Chapter 3: Producing valuable content
In an environment where free content is proliferating and alternative providers are
emerging, B2B publishers must maintain editorial quality and integrity to stand-out and
build trust, especially if they charge for access to that content.
Generally the more specific and targeted content is to the readers' needs the more they
are likely to be willing to pay for it.
Traditional editorial goals, such as being the first to break important news, should remain a
core focus. But industry readers are also looking for insight and analysis to help them
navigate an increasingly complex landscape, be it economic, political or regulatory. The
ability to deliver such content requires experienced, good quality staff who engage closely
with the industries they cover.
In sectors, such as IT for example, where the amount of free content is simply
overwhelming, B2B publishers can add value by curating that information into what is
relevant to readers and by providing context.
This takes publishers from just being providers of news, which is increasingly
commoditised, to being able to give a context for those stories. The ThomsonReuters
product Breakingviews is an example of a service, which provides condensed analysis of
the big stories of the day and is well suited to time starved readers in the capital markets
sector.
In some instances there is a case to be made for publications engaging in thought
leadership for the industries they cover, but that does require analysis, access to data,
original thinking and promotion.
It also requires that the editorial function and in particular the editor being willing to
become a high profile personality within the industry they cover. This can involve
producing opinion pieces, being a spokesperson to the mass media about the industry
through to speaking at conferences.
11 Copyright ยฉ 2013 by JJPAssociates
Preserving the strengths of traditional media:
1. The scoop โ being the first to break important news.
2. Insight โ quickly getting to the crux of an issue and discussing solutions.
3. Investigative journalism โ expensive, but can be a source of very compelling
content.
4. Reference points โ prices, indices, benchmarks, reports, which support and guide
decision makers.
5. Interviews with key industry players and opinion formers.
6. Fact checking, unbiased and accurate content.
13. Producing content shouldn't be seen as a one way process either, but is also an
opportunity for engagement with industry via blogs, forums and social media platforms
such as Twitter and LinkedIn. Other interesting trends involve agile publishing where
content evolves through a partnership with a particular community.
But editorial also needs to evolve beyond simply writing stories and towards producing
audio and visual content. In many cases this will require training to produce compelling
content in these more dynamic formats.
Operating in a digital environment also provides a unique opportunity to gather data about
which stories are read, how they're viewed and if they are talked about and shared. This is
extremely valuable in helping editorial discover the themes that most interest readers and
which don't. That supports the objective of becoming more closely aligned to the industry's
information needs.
However, editorial shouldn't just rely on tracking stories to formulate editorial direction, but
should seek to constantly engage with the industries they cover to discover new themes,
which are preoccupying readers.
One type of content that is perfectly suited to the digital age and is becoming increasingly
important is data. The financial services area, for example, is a huge market for data
where companies have to keep on top of regulatory and market developments. The
proliferation and complexity of data leads to opportunities for interpretation, analysis and
even presentation, such as with increasingly popular info-graphics.
It is probably in the area of data where B2B publishers have the greatest opportunity to
forge relationships with non-publishing firms such as software developers and social
media companies. Activities such as presentation and packaging are important in terms of
making content easier to consume and use.
12 Copyright ยฉ 2013 by JJPAssociates
Euromoney Institutional Investor - Building high margins
Boutique investment bank Liberum Capital recently described how Euromoney
Institutional Investor is moving away from selling adverts towards new revenue
streams.
By growing subscriptions revenues it has been looking to reduce exposure to
advertising and sponsorship, even though these can be high margin activities. But they
can be variable. EII has been able to buttress profit margins, which are among the
highest in its peer group by moving more towards online and database products.
It has also diversified the geographic spread of those revenues by focusing on
emerging markets to reduce dependence on London- and New York-based clients. It
also reduced dependence on capital markets with the purchase of Metal Bulletin in
2006, which is focussed on commodities and hosted a number of data driven
businesses and has been successful at exploiting them.
According to Liberum Capital, EII has managed to expand operating margins to around
30% from 21% in 2005, despite harsh conditions in financial markets. However, the big
risk for EII are the likely big reductions in head count within investment banks as they're
forced to cut costs and comply with tougher regulation, which translates into less
potential subscribers for EII products.
14. Chapter 4: Advertising must evolve
Advertising in a paper-based publication is still deemed by some advertisers to be much
more valuable than its online equivalent and that's often reflected in advertising rates. In
an environment where it is possible to create an unlimited number of web pages it is
understandable why many hold this view. It's partly supply and demand.
However, paper-based advertising has limitations and not just in the amount that can be
produced. Paper is also being replaced by digital, a trend that is being reinforced with the
explosive growth in the adoption of tablet devices and smart phones.
Much paper-based advertising is wasted and it is difficult to know whether it reaches its
target audience. As Google and Facebook have demonstrated online advertising can drive
much higher ROIs with the use of metrics.
Digital allows consumer behaviour to be tracked, audiences to be segmented, to quickly
analyse which campaigns are most effective and to change those that aren't working. This
provides advertisers with a wealth of data to work with so they can constantly refine their
offering to the market and make it more effective. It makes testing marketing campaigns
less risky and expensive and researching the potential of new products and services
easier.
The Google challenge
The advertising offerings provided by Google and Facebook have in a sense raised the
bar for many B2B publishers and challenged them to develop similar tools to make their
clients' advertising campaigns more effective. Google & Facebook are able to provide in-
depth information on demographics and for measuring the effectiveness and performance
of adverts.
B2B publishing companies that establish a community and become part of the eco-system
within their target market and embrace powerful analytic tools stand to do well.
What publishers can offer that automated platforms like Google can't deliver is intimate
industry knowledge, which goes beyond data. It is an understanding of the different
corporate cultures of companies, their objectives, strengths and weaknesses, the
personalities of their decision makers, their reputations and so on.
In some cases such knowledge can be extremely valuable to marketers looking to sell into
those industries and B2B publishing companies are in an excellent position to compile
such information.
13 Copyright ยฉ 2013 by JJPAssociates
ABC versus PwC
Illustrating the growing importance of detailed data a number of publishers, such as
Centaur, the Financial Times and UBM have been removing their publications from the
Audit Bureau of Circulations to one based on a set of measurements from PwC.
PwC's methodology accounts for reader profiles based on individual behaviour online
and removes duplication of readers across different platforms. The idea is that the data
generated is more useful to advertisers whilst gaining a better understanding of their
market to create better targeted products.
15. It is important to focus beyond selling adverts in special supplements or next to certain
sections of a publication, be it online or offline. Advertisers are increasingly looking to
engage with their market place and not just sell into to it. It's moving from a 'push' to a 'pull'
approach and publishers should look towards being connectors.
This might mean an authoritative downloadable white paper is far more effective for
identifying prospects and generating sales than an advert. Publishers are in a very strong
position to provide expertise on producing and placing knowledge-driven content.
However, that is not to say that advertisements are redundant. They still have a role to
play in terms of generating brand recognition. It's just that digital platforms offer greater
possibilities.
Publishers should also consider ways in which they can collaborate with their clients in
terms of their data โ quite possibly the two can complement each other.
Beyond data...
With the help of data and intimate industry knowledge, B2B publishers should be able to
position themselves to be in a unique position to help their customers develop their
businesses.
With the ability to understand so much about how users behave online from a data point of
view โ the next stage in marketing is likely to be in the area of the behavioural sciences.
Many behavioural experts argue that decision-makers are often not that rational in their
purchasing decisions, even in a B2B setting.
According to John Kearon, CEO of market research firm, BrainJuicer, we tend to make
decisions emotionally and intuitively and then seek to rationalise them. This is no doubt a
new frontier for marketing and advertising and may enable even better ROIs on
campaigns. The highly competitive FMCG sector will probably drive much of the
development in this newer area of marketing.
Professionals selling advertising with B2B publishers will have to move away from simply
selling advertising space and more towards providing solutions, which genuinely add value
to the customer's business.
In an ideal world the relationship between the advertiser and the publisher should
resemble a business partnership. Publishing companies potentially have more tools in the
digital arena than ever before to deliver genuine value for advertisers with uniquely
configured solutions โ whether it be for driving brand recognition or sales.
Advertising needs to become smarter and solutions-based and this is critical as
performance is now far easier to measure. In some cases it may involve collaborating with
third parties to maximise the value of the offering to the client.
This can come down to helping clients produce high quality content โ an area where B2B
publishers' should be able to excel. But primarily it is about helping a client to engage
meaningfully with the publisher's audience, crafting messaging that is completely geared
to certain segments, driving relevant traffic to the client's website, tailoring the client's
offering to give it maximum appeal to the targeted audience.
14 Copyright ยฉ 2013 by JJPAssociates
16. Conferences and other events
With so much emphasis on de-materialising content from paper-based products to digital
platforms it might seem ironic to note that conferences, exhibitions and other events
involving meeting in physical locations are ranked by clients as among the most effective
arenas for networking and carrying out marketing, according to the Outsell Agency.
Conferences and exhibitions are a staple product for many B2B publishers, have been
around a long time and are likely to stay despite innovations such as virtual conferences.
However, delivering great content is no longer enough โ much of that can be gathered
from the Internet and from social media platforms such as Youtube. Such events should
also be an experience providing a relatively relaxed setting enabling participants to do
something the Internet can't provide, which is face to face interaction. And so far that
remains one of the most effective forms of engagement.
Ideally conferences should host speakers with strong presentations geared to the
audiences' interests and provide for regular interaction and public discussion. It's an
opportunity to learn from industry leaders by engaging in live discussions and Q&As, which
is often when the most interesting facts and opinions are revealed.
In effect it's about looking for ways to help delegates make connections either for business
or educational purposes. There are many technological developments that assist with that
such as the ability to email other delegates with meeting requests before the event.
A conference should provide plenty of opportunity to network through social events and be
held in locations that are easy for delegates to reach.
However, digital can still play a big role in promoting a conference and making it more
useful to delegates. For instance many speakers appreciate their presentations being
videoed so they can use them as marketing collateral. Blogs, Twitter and LinkedIn groups
can play a role in promoting a conference and raising its profile as can public relations
campaigns.
In some respects conference providers are more in tune with the needs of their market โ
by providing opportunities to rate the event, speakers and so on โ than publishers.
Innovation in the conference area should focus on connectivity, engagement and
collaboration to support networking and relationship building among delegates.
15 Copyright ยฉ 2013 by JJPAssociates
17. Chapter 5: Conclusion
In many respects the role of B2B publishers remains the same as it always has. It's
providing the market with must have content to support decision making and being an
enabler of business.
The challenge is to retain and monetise those roles and that requires going beyond
translating content and advertising platforms from a paper-based format to a digital one.
The good news is that there are increasingly more tools available to B2B publishers to
produce content that is targeted and valuable. At the same time their industry knowledge
and neutral position places them in an ideal situation to help drive their customers'
businesses with the support of tools, which can make better interpretations of data.
The ideal position for a B2B publisher is to become a 'must have' in its industry rather than
a 'nice to have.' This avoids subscriptions and advertising being cut during downturns and
not being renewed afterwards when conditions improve.
Given so many industries are facing enormous pricing pressures it is imperative that B2B
publishers provide an offering, which generates measurable value that substantially
exceeds the cost to its users. This requires understanding the market's business and
information needs.
Many B2B publishers have for years pursued a simple strategy of aggressively raising
subscription prices, whilst often reducing editorial budgets, which eventually impacts
quality. Such an approach is ultimately unsustainable.
Instead, B2B publishers need to be constantly asking themselves how they can maintain
or develop 'must have' products for their customers and how they can constantly add
value, which justifies price increases for their products.
B2B publishers may evolve into businesses that are different from where they started.
16 Copyright ยฉ 2013 by JJPAssociates
JJPAssociates โ Is an agency specialising in business development with a particular
emphasis on the media sector. It advises on business strategy, content marketing and
strategy and editorial issues.
Justin Pugsley, Principal โ He has been involved in the media industry for over 20
years holding various editorial roles, involved in product development, publication and
software launches and turn-arounds.
Clive Moffatt, Senior Associate Consultant โ He has over 30 years experience
advising organisations such as IBM, Barclays and Serco with their business
development. Clive has in-depth marketing and media expertise having helped a wide
range of companies achieve their commercial objectives.
Contact details: justin@jjpassociates.co.uk Tel: +44(0)781 0866 038
Follow us on Twitter: https://twitter.com/jjpugsley