The digital economy is very different. The means in reaching and converting consumers into customers is very different in the digital economy. In the digital economy, the delivery of content to customers and prospective customers is accomplished at the convenience of the consumer.
Information personalized to be relevant to the consumer and easily accessed by the consumer through mechanisms chosen by the consumer is critical to digital survival. And devising means to deliver information to the consumer without seeming intrusive is a critical facet of digital survival.
The ability to understand what information will be relevant to the consumer without violating privacy rules. All participants in the digital economy will need to balance the need for analyzing personal identity information against privacy rules and governmental legislation. It is exactly the just in time analytics required to determine what will be pertinent to a consumer based on their content history, their current proximity and a host of other variables is the fuel that will catalyze the monetization of information. It is the regulators watching the obvious transgression of shared personal information, punitive damages and limits to the use of personal information will ensue. This and published occurrences of lapses in protecting entrusted identity information will translate into reputational crises, both of which will force consumers to think twice about sharing their identity information with those wishing to participate in digital commerce. Those hampered by the regulators or incapable of protecting the identity information entrusted to them will suffer the fate of having their ability to know the consumer hampered because of a difficulty to obtain the information required to analyze and personalize content of value to consumers.
The purpose of this writing is to define a framework for obtaining, managing, protecting and monetizing the information fueling the digital economy.
The digital economy is very different. Products in the digital economy are deployed by offering content, goods and services through a collection of platforms organized in a specific way that makes one digital ecosphere different than every other. And the lifeblood of your digital products is the information and content that defines what a digital transaction will be. To the consumer, the digital experience is the information and content that is navigated for a specific purpose that often eventually leads to a digital transaction.
Content is personalized information specifically devised to influence consumers at specific points of time. A key time to wield this influence is during disruptions, when the market is in a transitional phase. Content can be used as an influencer through the launching of a tipping point to course correct navigation of a disruption wave. Should the content go viral, the influence is magnified (just ask United when they dragged a doctor off his plane).
The pillars to value in the digital economy are dependent on information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Future of payments - Insights from Discussions Building on an initial perspe...Future Agenda
The initial perspective on the Future of Loyalty by MasterCard kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Future of privacy - Insights from Discussions Building on an Initial Perspect...Future Agenda
The initial perspective on the Future of Privacy kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
THINK FUZZY SYSTEM: DEVELOPING NEW PRICING STRATEGY METHODS FOR CONSUMER GOOD...ijfls
The main purpose of this article is to present and explore potential applications in marketing administration related to pricingstrategyusingfuzzylogic. Considering the new trends in consumer behavior in Brazil’s economy and the consistent growth of C and D social classes an application was developed by the authors to better understand and adjust pricing strategies: The Think Fuzzy System that combines fuzzy logic
(COPPE Cosenza Model), and some other related strategic concepts, supported by mathematical microeconomic modeling, utility factor, indifference curves and an experiential hierarchic clustering model.
A Hands-On Guide to Successful Content Marketing in the Financial Services In...Aravinth Rajagopalan
Engage Your Auidence
Establish Credibility
Create Trust
Build Your Brand
Generate Leads
Drive Sales
Financial services as a whole – insurance, investments, tax planning, retirement planning, credit services, finance and loans, banking, real estate and more – is one of the most difficult industries for most consumers to understand. But it is also one of the most necessary sets of services out there today, because these are all topics in which the average person claims little to no expertise. In short, it is an industry custom-made for good content marketing!
The digital economy is very different. Products in the digital economy are deployed by offering content, goods and services through a collection of platforms organized in a specific way that makes one digital ecosphere different than every other. And the lifeblood of your digital products is the information and content that defines what a digital transaction will be. To the consumer, the digital experience is the information and content that is navigated for a specific purpose that often eventually leads to a digital transaction.
Content is personalized information specifically devised to influence consumers at specific points of time. A key time to wield this influence is during disruptions, when the market is in a transitional phase. Content can be used as an influencer through the launching of a tipping point to course correct navigation of a disruption wave. Should the content go viral, the influence is magnified (just ask United when they dragged a doctor off his plane).
The pillars to value in the digital economy are dependent on information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Future of payments - Insights from Discussions Building on an initial perspe...Future Agenda
The initial perspective on the Future of Loyalty by MasterCard kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Future of privacy - Insights from Discussions Building on an Initial Perspect...Future Agenda
The initial perspective on the Future of Privacy kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
THINK FUZZY SYSTEM: DEVELOPING NEW PRICING STRATEGY METHODS FOR CONSUMER GOOD...ijfls
The main purpose of this article is to present and explore potential applications in marketing administration related to pricingstrategyusingfuzzylogic. Considering the new trends in consumer behavior in Brazil’s economy and the consistent growth of C and D social classes an application was developed by the authors to better understand and adjust pricing strategies: The Think Fuzzy System that combines fuzzy logic
(COPPE Cosenza Model), and some other related strategic concepts, supported by mathematical microeconomic modeling, utility factor, indifference curves and an experiential hierarchic clustering model.
A Hands-On Guide to Successful Content Marketing in the Financial Services In...Aravinth Rajagopalan
Engage Your Auidence
Establish Credibility
Create Trust
Build Your Brand
Generate Leads
Drive Sales
Financial services as a whole – insurance, investments, tax planning, retirement planning, credit services, finance and loans, banking, real estate and more – is one of the most difficult industries for most consumers to understand. But it is also one of the most necessary sets of services out there today, because these are all topics in which the average person claims little to no expertise. In short, it is an industry custom-made for good content marketing!
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 information’s 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 information’s ability to serve as a catalyst to achieving value. These are:
• Devising information based indicators that assure market adhesion to value propositions
• Eradicating resistance to using information in time critical situations
• Implementing the framework that orchestrates the valuation of information assets
• Ensuring the alignment of information to the processes specifically devised to achieve value propositions
• 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.
Face of Today's Consumer: 2010 Trend ReviewK Anggakara
What drives consumer to go wow nowadays? Business must acknowledge that in 2010, the face of consumer has changed in an extent never seen before!, the presentation offer a view on the consumer trend and how business gel-in to the matter.
I recently wrote an article on platform intelligence and have come to the realization that intelligence on the platforms that deliver digital products is not the full complement of capabilities required to thrive through in the digital economy. One could excel at managing the platforms used to deliver digital products, but find it difficult to thrive because they are incapable of navigating disruptions, have products that are out of step with the wishes of the marketplace or a host of other reasons. Should they blame their woes on the platforms, they could swap platforms and be no better for these actions.
There are six basic forces, or pillars, which if managed, will greatly improve the ability to thrive in the digital economy. There are facilitators, or the levers to be pulled to influence the enablers, and together they form an ecosystem that together form the pillars of value.
Clearly information is a primary enabler for all the pillars, as it is the conduit for digital products. Content is the information delivered to consumers in the form of reviews, how to videos, advertising and a host of other information devised to inform and influence the opinions of the intended audience. But having content without a means of monetizing the interactions with the intended audience is not sustainable.
The purpose of this writing is to describe a framework for managing an organization’s ability to excel in pillar intelligence. All of the pillars of value are dependent on being skilled in wielding information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Ericsson ConsumerLab: Personal Information EconomyEricsson
In today’s society, companies and organizations have unprecedented possibilities to collect and use people’s personal information. Using this information in the right way enables new revenue streams and increased profit.
But do consumers understand and perceive the value of their personal information? What are the sensitivity involved with an increased use of personal information by enterprises, governments and consumers? The purpose of the Personal Information Economy report by ConsumerLab has been to describe consumers’ understanding, needs, behaviors and attitudes with respect to personal information as an asset.
For more research from the Ericsson ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
Introducing thriving with information in the digital economyMark Albala
The attached introduction is a preview of the upcoming book being published by Mark Albala, looking for a publisher to bring this publication to fruition.
Business Case #7 Internet Marketing The Internet has b.docxRAHUL126667
Business Case #7
Internet Marketing
The Internet has been the fastest-growing marketing medium in recent years. As Internet
technology has developed and broadband penetration has increased, numerous opportunities have
arisen which more and more companies are trying to exploit.
This note describes various aspects of online marketing. Each section of the note is self-contained
and addresses a particular theme:
The first section, “The online audience”, explains how, and how widely, the Internet is used today.
A medium is only useful for marketing purposes if it allows sellers to reach potential buyers. This
section looks at online shoppers and their willingness to research and carry out purchases online.
The second section, “Particularities of the Internet”, compares the Internet with other media. The
Internet is different from other media in certain respects, but there is nothing to be afraid of. The
challenge is to exploit its particularities so as get the best possible return on investment.
The third section, “Potential of Internet marketing”, shows how the Internet can be the vehicle for
marketing activities at all stages of the purchase process. Whether the aim is to arouse consumer
interest in a sales proposition, explain the proposition or close a sale, the Internet has the tools to
do it.
The fourth section, “Options for Internet marketing”, describes the most widely used online
marketing tools.
The fifth section, “The Internet marketing market”, presents the players in the market. To find the
right service provider, assuming we have decided what we expect from our online campaign and
how we want to approach it, we need to know the types of companies there are and the services
they offer.
The last section of the note, “Examples of Internet use”, describes some advertising campaigns
that have included the Internet in their media plan. This section is not intended as an exhaustive
sample but presents different ways in which the Internet has been used by companies that
advertise online.
At the end of the note we attach a list of sources of up-to-date information about the Internet.
Although the ideas and concepts set forth in the note are relatively well established, the statistics
are likely to change quite rapidly. Anticipating this eventuality, we indicate public sources from
which the latest figures on Internet marketing can be obtained.
Business Case #7
The Internet Audience
Who is Online?
One of the first questions to be considered when organizing a communication campaign is who
the intended audience is. The larger the population that use a given medium as a source of
information, the more communication options that medium will offer.
The population of Internet users in Spain is around 22.5 million and the population of daily users,
around 12 million. This makes the Internet the sixth most widely used medium.
Figure 1. Penetration of the m ...
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
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.
There have been a few times in history which have ushered in a period of great change. We are in the midst of one of them, in which communications and the network has become cheap or free and is influencing changes for the foreseeable future. Some of the changes we are witnessing are the mobilization of the public, a shift in how marketing is performed and the importance of information.
The purpose of this writing is to discuss how information is weaved into this age of disruption and discuss what can be done to thrive in an economy fraught with change for the foreseeable future.
These factors — and the challenges they present — are fairly new or not fully understood yet, which seems to explain why they aren’t currently top-of-mind. They also garner less attention from the C-Suite because they are not easily quantifiable. Nearly all factors discussed here have deeply human and emotional traits to them, making them somewhat unique and harder to grasp. Nonetheless, we believe they are of great importance in the future of marketing and should be addressed accordingly.
Strategies to Help CPG Companies Win in Chinaaccenture
Accenture’s latest study reveals consumer insights and strategies that can help accelerate growth for CPG companies and Retailers in China.
The profit rates of CPG companies have been declining in China recently, but by understanding the changing Chinese consumer, and adjusting their strategies to best serve consumer needs, CPG companies can drive growth in the country.
For more information view us on http://www.accenture.com/ConsumerGoods
A case for intelligent autonomous ai (iai)Mark Albala
Many argue that 90% or more of the trades on Wall Street are either totally administered without the aid of humans or greatly assist humans in the execution of trades. Although in its infancy, it is easy to envision that this onslaught of the digitization of the marketplace, both in execution and administration has led to the volatility of the marketplace. We are in the infancy of autonomic AI, and the volatility is a condition of AI routines, with no one at the helm, being knee jerk in the reaction to swings in the market caused by other AI routines with no one at the helm. For a historical perspective, in 2014, it was estimated that 75% of trades was originated from automated trade systems. By 2017, JPM estimates were that over 90% of trades were executed algorithmically.
If we further envision, it is easy to assume that the next generation of these AI brokers will understand that they will fall short of maximized profit by following the ebbs and tides of the market caused by other AI brokers, thereby reducing the overall market volatility but also putting traders not armed with these tradebots at a severe disadvantage.
The same logic will hold true to other business functions that succumb to algorithmic execution. The risk will be forever present that knee jerk reactions to every departure from expected outcomes will derail those enabling these algorithms into a whirlwind of turbulence, while those who are smarter in their execution plan will be able to judge such turbulence for what it is, others enabling algorithms to react to every blip.
While today’s autonomic algorithms are smart, they are not intelligent because they are unable to segregate blips from true trends, thereby resulting in knee jerk reactions. This writing will focus on how not to fall into the knee jerker category when implementing autonomic AI.
The long journey toward true data privacyMark Albala
Some recent events have illustrated the long journey we have towards data privacy, all caused by the common recognition issues of information valuation. Two companies that do indeed understand the value of information valuation, apple and Facebook, are at the cusp of a battle precipice that has all to do with the value achieved by Facebook through the monetization of information and Apple’s relentless charge towards protecting the privacy of apple subscribers.
But the fact that Facebook achieved earnings through its actions described in this article and was rewarded by Wall Street illustrates that we have a long road ahead of us, mostly on the cultural and regulatory front, to truly get actions in line with the desires for data privacy. Most importantly, the actions by Facebook have illustrated that while information has value, the regulations governing information have not caught up yet, particularly on defining parental rights for data privacy.
For those of you not aware of the events, Apple and Facebook are currently in a battle over Facebook breaching the app rules governing the harvesting of user data. At the heart of this battle was Facebook’s policy of providing those aged 13 to 35 up to $20 per month plus referral fees to harvest all the data from their mobile devices via a “Facebook Research Virtual Private Network” and use as Facebook saw fit, whether originated from the usage of Facebook or not. Many of those who agreed to receive these moneys were minors, and there has been no provision for parental approval of the use of the Facebook VPN. The Facebook VPN, according to Apple, violated the partner agreement, but again, parental rights never came into the conversation.
This article will define a series of actions that can be anticipated and why the defacto recognition of information value must exist before a realistic approach toward data privacy can become reality.
More Related Content
Similar to Deploying and monetizing content in the digital economy
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 information’s 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 information’s ability to serve as a catalyst to achieving value. These are:
• Devising information based indicators that assure market adhesion to value propositions
• Eradicating resistance to using information in time critical situations
• Implementing the framework that orchestrates the valuation of information assets
• Ensuring the alignment of information to the processes specifically devised to achieve value propositions
• 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.
Face of Today's Consumer: 2010 Trend ReviewK Anggakara
What drives consumer to go wow nowadays? Business must acknowledge that in 2010, the face of consumer has changed in an extent never seen before!, the presentation offer a view on the consumer trend and how business gel-in to the matter.
I recently wrote an article on platform intelligence and have come to the realization that intelligence on the platforms that deliver digital products is not the full complement of capabilities required to thrive through in the digital economy. One could excel at managing the platforms used to deliver digital products, but find it difficult to thrive because they are incapable of navigating disruptions, have products that are out of step with the wishes of the marketplace or a host of other reasons. Should they blame their woes on the platforms, they could swap platforms and be no better for these actions.
There are six basic forces, or pillars, which if managed, will greatly improve the ability to thrive in the digital economy. There are facilitators, or the levers to be pulled to influence the enablers, and together they form an ecosystem that together form the pillars of value.
Clearly information is a primary enabler for all the pillars, as it is the conduit for digital products. Content is the information delivered to consumers in the form of reviews, how to videos, advertising and a host of other information devised to inform and influence the opinions of the intended audience. But having content without a means of monetizing the interactions with the intended audience is not sustainable.
The purpose of this writing is to describe a framework for managing an organization’s ability to excel in pillar intelligence. All of the pillars of value are dependent on being skilled in wielding information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Ericsson ConsumerLab: Personal Information EconomyEricsson
In today’s society, companies and organizations have unprecedented possibilities to collect and use people’s personal information. Using this information in the right way enables new revenue streams and increased profit.
But do consumers understand and perceive the value of their personal information? What are the sensitivity involved with an increased use of personal information by enterprises, governments and consumers? The purpose of the Personal Information Economy report by ConsumerLab has been to describe consumers’ understanding, needs, behaviors and attitudes with respect to personal information as an asset.
For more research from the Ericsson ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
Introducing thriving with information in the digital economyMark Albala
The attached introduction is a preview of the upcoming book being published by Mark Albala, looking for a publisher to bring this publication to fruition.
Business Case #7 Internet Marketing The Internet has b.docxRAHUL126667
Business Case #7
Internet Marketing
The Internet has been the fastest-growing marketing medium in recent years. As Internet
technology has developed and broadband penetration has increased, numerous opportunities have
arisen which more and more companies are trying to exploit.
This note describes various aspects of online marketing. Each section of the note is self-contained
and addresses a particular theme:
The first section, “The online audience”, explains how, and how widely, the Internet is used today.
A medium is only useful for marketing purposes if it allows sellers to reach potential buyers. This
section looks at online shoppers and their willingness to research and carry out purchases online.
The second section, “Particularities of the Internet”, compares the Internet with other media. The
Internet is different from other media in certain respects, but there is nothing to be afraid of. The
challenge is to exploit its particularities so as get the best possible return on investment.
The third section, “Potential of Internet marketing”, shows how the Internet can be the vehicle for
marketing activities at all stages of the purchase process. Whether the aim is to arouse consumer
interest in a sales proposition, explain the proposition or close a sale, the Internet has the tools to
do it.
The fourth section, “Options for Internet marketing”, describes the most widely used online
marketing tools.
The fifth section, “The Internet marketing market”, presents the players in the market. To find the
right service provider, assuming we have decided what we expect from our online campaign and
how we want to approach it, we need to know the types of companies there are and the services
they offer.
The last section of the note, “Examples of Internet use”, describes some advertising campaigns
that have included the Internet in their media plan. This section is not intended as an exhaustive
sample but presents different ways in which the Internet has been used by companies that
advertise online.
At the end of the note we attach a list of sources of up-to-date information about the Internet.
Although the ideas and concepts set forth in the note are relatively well established, the statistics
are likely to change quite rapidly. Anticipating this eventuality, we indicate public sources from
which the latest figures on Internet marketing can be obtained.
Business Case #7
The Internet Audience
Who is Online?
One of the first questions to be considered when organizing a communication campaign is who
the intended audience is. The larger the population that use a given medium as a source of
information, the more communication options that medium will offer.
The population of Internet users in Spain is around 22.5 million and the population of daily users,
around 12 million. This makes the Internet the sixth most widely used medium.
Figure 1. Penetration of the m ...
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
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.
There have been a few times in history which have ushered in a period of great change. We are in the midst of one of them, in which communications and the network has become cheap or free and is influencing changes for the foreseeable future. Some of the changes we are witnessing are the mobilization of the public, a shift in how marketing is performed and the importance of information.
The purpose of this writing is to discuss how information is weaved into this age of disruption and discuss what can be done to thrive in an economy fraught with change for the foreseeable future.
These factors — and the challenges they present — are fairly new or not fully understood yet, which seems to explain why they aren’t currently top-of-mind. They also garner less attention from the C-Suite because they are not easily quantifiable. Nearly all factors discussed here have deeply human and emotional traits to them, making them somewhat unique and harder to grasp. Nonetheless, we believe they are of great importance in the future of marketing and should be addressed accordingly.
Strategies to Help CPG Companies Win in Chinaaccenture
Accenture’s latest study reveals consumer insights and strategies that can help accelerate growth for CPG companies and Retailers in China.
The profit rates of CPG companies have been declining in China recently, but by understanding the changing Chinese consumer, and adjusting their strategies to best serve consumer needs, CPG companies can drive growth in the country.
For more information view us on http://www.accenture.com/ConsumerGoods
A case for intelligent autonomous ai (iai)Mark Albala
Many argue that 90% or more of the trades on Wall Street are either totally administered without the aid of humans or greatly assist humans in the execution of trades. Although in its infancy, it is easy to envision that this onslaught of the digitization of the marketplace, both in execution and administration has led to the volatility of the marketplace. We are in the infancy of autonomic AI, and the volatility is a condition of AI routines, with no one at the helm, being knee jerk in the reaction to swings in the market caused by other AI routines with no one at the helm. For a historical perspective, in 2014, it was estimated that 75% of trades was originated from automated trade systems. By 2017, JPM estimates were that over 90% of trades were executed algorithmically.
If we further envision, it is easy to assume that the next generation of these AI brokers will understand that they will fall short of maximized profit by following the ebbs and tides of the market caused by other AI brokers, thereby reducing the overall market volatility but also putting traders not armed with these tradebots at a severe disadvantage.
The same logic will hold true to other business functions that succumb to algorithmic execution. The risk will be forever present that knee jerk reactions to every departure from expected outcomes will derail those enabling these algorithms into a whirlwind of turbulence, while those who are smarter in their execution plan will be able to judge such turbulence for what it is, others enabling algorithms to react to every blip.
While today’s autonomic algorithms are smart, they are not intelligent because they are unable to segregate blips from true trends, thereby resulting in knee jerk reactions. This writing will focus on how not to fall into the knee jerker category when implementing autonomic AI.
The long journey toward true data privacyMark Albala
Some recent events have illustrated the long journey we have towards data privacy, all caused by the common recognition issues of information valuation. Two companies that do indeed understand the value of information valuation, apple and Facebook, are at the cusp of a battle precipice that has all to do with the value achieved by Facebook through the monetization of information and Apple’s relentless charge towards protecting the privacy of apple subscribers.
But the fact that Facebook achieved earnings through its actions described in this article and was rewarded by Wall Street illustrates that we have a long road ahead of us, mostly on the cultural and regulatory front, to truly get actions in line with the desires for data privacy. Most importantly, the actions by Facebook have illustrated that while information has value, the regulations governing information have not caught up yet, particularly on defining parental rights for data privacy.
For those of you not aware of the events, Apple and Facebook are currently in a battle over Facebook breaching the app rules governing the harvesting of user data. At the heart of this battle was Facebook’s policy of providing those aged 13 to 35 up to $20 per month plus referral fees to harvest all the data from their mobile devices via a “Facebook Research Virtual Private Network” and use as Facebook saw fit, whether originated from the usage of Facebook or not. Many of those who agreed to receive these moneys were minors, and there has been no provision for parental approval of the use of the Facebook VPN. The Facebook VPN, according to Apple, violated the partner agreement, but again, parental rights never came into the conversation.
This article will define a series of actions that can be anticipated and why the defacto recognition of information value must exist before a realistic approach toward data privacy can become reality.
Analytics, business cycles and disruptionsMark Albala
The digital economy is different. Depending on platforms and a much more malleable set of methods to interact with consumers, an accelerated rate of disruptions compromises the orderly business experience of most market participants. A well-honed analytics program facilitates understanding these accelerated disruptions. With a platform based digital marketplace, obtaining the information necessary to decipher unexpected outcomes and prescribe suitable actions is difficult because the information required Both of these facts are important to analytics. First, platforms. Platform based activity is hard to decipher, not because it is more complex but because the information needed to decipher activity is not contained within your four walls.
Once deciphered, the next challenge facing organizations deciphering unexpected outcomes is a determination of whether the unexpected outcome is truly a disruptive event or simply a phase change in a regularly occurring business cycle. There are significant differences in the suitable reactions to disruptions and business cycle phase changes. Unfortunately, many organizations are ill equipped to discern between these two classes of unexpected business outcomes and consistently find their business plans fall victim to the actions of others within the marketplace.
Luckily, many of the activities of governmental and regulatory bodies are focused on predicting phase changes to the business cycles likely to impact the economic forces within the next fiscal year and describe their economic policies and agendas in publicly available documents and analysis. Understanding where to find these documents and how to use the published to discern between the likely business cycle phase changes and true disruptions as one of the vehicles available within your arsenal of analytics will lessen the occurrence of falling victim in the marketplace by misreading the clues available from unexpected outcomes. This document will address the sources most likely to assist and the actions to be taken to utilize the information attained from these documents.
A process for defining your digital approach to businessMark Albala
This material represents a templated approach specifically constructed to define your approach to digital commerce completed through one or more working sessions.
The business model canvas adapted for the digital economyMark Albala
The digital business model canvas is an adaptation of the business model canvas, a lean approach to defining business models augmented for the realities of digital commerce.
Welcome to the Algorithmic Age and the need for Analytic Accuracy AssuranceMark Albala
We are entering an age where algorithms are the underlying forces that manage interactions with consumers and members of your value chain. These algorithms deliver dynamically optimized content that address the wants, needs and desires of consumers and convert the delivery of the correct content into commercial transactions or referral income opportunities.
Software robots, or the autonomous software agents orchestrated and enabled with artificial intelligence, employ these algorithms to determine a path that optimizes organizational value. In most cases the employed analytics utilize historical data to determine the appropriate trajectories that optimize organizational value. There are times, however, when historical data is a poor predictor of future outcomes. These disruptive times will be commonplace during the foreseeable future. Many solutions that enlist the services of software robots available today do not have some of the critical components to identify and autonomously course correct for these disruptive times.
There are some critical components are often lacking from robotic engines or common business practices and will be described in this writing. These facilities are
A common framework that integrates interactions, the delivery of content, facilitation of referral income and commercial transactions into one integrated common platform-based framework,
Autonomous software capable of identifying when interactions, facilitation of referral income and commercial transactions arrive with unexpected outcomes, and can autonomously course correct,
Software components devised to identify and use the information most resilient to unexpected market forces when prescribing actions to take which are devised to navigate disruption waves,
Autonomous software that can robotically navigate disruption waves when possible and request swift actions from business stewards when appropriate actions to unexpected market cannot be computed,
Sufficiently robust workbench capabilities that allow business stewards to review robotic actions and immerse themselves in redirecting activities when necessary and
Enabling software and enabled teams tasked with the creation and maintenance of robotic software, algorithms, analytics and employed artificial intelligence at the breakneck speed of digital interactions.
There are some major innovations that will stand the chance of changing close to everything that will find their way into the lives of everyone not living under a rock. Some of these are
• major advances in battery technology that will impact close to everything that runs on battery,
• Graphene, a miracle product produced from Carbon that is one molecule thick, stronger than steel, capable of storing electricity and clear. Expect several innovations that will utilize graphene, including a possibility of Graphene disrupting all plastics and possibly aluminum, particularly if the prices sufficiently erode,
• Extended Reality, which is a converged view of the physical and digital landscapes available to the consumer and interacting with consumers in vastly transformed ways,
• Internet of Things (IoT) devices and IoT exchanges, which will allow companies to integrate their physical market presence into the digital processing stream and
• Adaptive Intelligence delivered through autonomous software robots, all interacting with the platforms that collectively represent an organization’s digital identity. Adaptive Intelligence stands the chance of changing close to everything.
All of this is highly disruptive, and during disruptive times analytics lose their accuracy because disruptions represent departures from historical trends. While these will not be the only disruptions that can be expected as, according to Ray Kurzweil and others, we approach a digital singularity, these expected disruptions will represent an opportunity to help shape the future in a way beneficial to the organization, at least if the disruptive times can be deciphered and successfully navigated.
Information's value is enhanced when curated for adaptive intelligenceMark Albala
Much has been written about improving the speed of your digital ecosphere through automation. Organizations that have attempted the automation of their digital ecosphere have discovered that while automation helps the anticipated repetitive tasks, in the configuration used by many organizations it does little to facilitate that which is not anticipated. Yes, automation does free those up who had to previously immerse themselves in the digital transaction stream. The leadership in markets, however, shift to the advantage of those who can read the tea leaves early and act at the blistering speed of the digital economy. The critical timelines require automation, but automation that can deliver status quo responses does not help when expected outcomes are lacking. Adaptive intelligence that utilizes autonomous, robotic software as its orchestration hub is called for, but only if the robotic software is aware of the processes and assumptions used to model the market so that departures from expected outcomes can be identified. With information serving as the lifeblood of the digital economy, leveraging information to its fullest is a prerequisite to survival, and adaptive intelligence is the means to leveraging information.
While there are features and functions not yet matured in many of the robotic process automation solutions, the real underlying roadblock to achieving adaptive intelligence is a lack of mapping the processes and the information consumed by those processes to the robotic software engine. The true leverage to be achieved, the autonomous robots enabling adaptive intelligence must be able to identify departures from expected outcomes and the means to adjust processes to meet the new trajectories present in the marketplace.
This writing will describe the mechanisms you should have in place to orchestrate adaptive intelligence through the facilities of the platforms that interface to your robotic process automation solution(s).
Your digital commerce activities depend on understanding the consumer so that you can share information with the consumer that they will care about. That means harvesting and storing consumer data so that analytics can predict and, in many cases, satisfy the wants, needs and desires of consumers. However, the ability to harvest and store consumer data is contingent on taking reasonable actions to protect that data from being used in ways not disclosed and in ways made possible through data theft (hackers).
92% of consumers have been concerned about the safety of their privacy information being available on line in the vast digital stores of organizations, and their sentiment has been heard by regulators, who have begun to put their foot down. First in Europe, Canada and the Far East, but the spread is contagious. GDPR, the most pervasive of these rules at this time, gives consumers the right to be forgotten from all the digital stores managed by an organization for any reason at all. These organizations have just 72 hours to comply with the request, by law. Stiff penalties have been defined for those incapable or unwilling to comply.
However, the ability to compete on the digital stage is a much larger penalty, and one that organizations should take seriously. Organizations which lose the ability to harvest personal data, either through regulation or due to consumers being unwilling to share with an organization they consider disreputable or incapable when it comes to their personal data, will be at a serious competitive disadvantage in the digital markets because their ability to predict the wants, needs and desires will be seriously marginalized.
Read more on what privacy controls are necessary to participate in the digital economy.
Disruptive outcomes are determined by consumersMark Albala
Digital disruptions are a consequence of the sheer speed of the digital economy and the breakneck speed at which we are navigating the digital economy in route to the autonomous age. Analytics are a core component of activities in the digital economy and will increase their prominence as a core component of the autonomous age. Digital interactions happen without the benefit of human hands. Ultimately, the selection from the various strategies and tactics launched to influence disruptions will be decided by consumers, who through processes of their own devise will internalize content to make their collective choices.
Disruptions occur when innovation, competitive, operational or other activities in the marketplace alter the anticipated outcomes in the marketplace. Disruptions occur in waves. The primary tool available to market participants during disruption waves is to influence the outcome of those waves through persuasive content. However, it is consumers that will ultimately collectively decide the winners and losers during a disrupted market, and their decisions will ultimately be based on content intended on influencing their decisions and their preconceived notions based on their individual views of the marketplace.
Content is the vehicle that market participants wield with intentions to influence consumers, but for content to achieve the intended goals, particularly during times when markets are disrupted, content must be clear and appear to consumers to either support their preconceived notions or appear to be so much of a benefit to consumers that they are willing to forgo any preconceived notions to achieve the intended benefits.
The delivery of this content is just as important as the contents of this content. If consumers cannot find the content or find it at times when they are not likely to give it the attention it deserves, then the intended outcomes are unlikely to be realized. Analytics controlled by self-learning intelligent algorithms are, if available, viable solutions to deliver content at the optimal time and through the optimal media. These algorithms, if effective, must be cognizant of the disruptions and what the potential influences the various actions of market participants will have on the behavior of consumers.
This writing is intended to provide guidelines on how to derive appropriate content to influence disruptions and how to deliver it in ways to influence its outcome in the marketplace.
Introducing the information valuation estimatorMark Albala
In the digital economy, information, properly deployed, is a catalyst for value. It is the information that flows through the platforms that together represent an organization’s digital presence. And it is the pillars of value that represent an organization’s information mantra. Information is nothing less than the lifeblood for converting content to value in the digital economy.
The Information Value Estimator (IVE) is a tool that is used to estimate the effectiveness of information in your organization and derives an attempt to estimate the uplift in revenue that is achievable by improving the management of information as an asset of the organization.
It is absolutely true that analytics is a big part of the equation. However, for the majority of opportunities, particularly when disruptive times prevail, where information can make a big difference is realized when a high degree of autonomous analytics is involved. This autonomy will accelerate the execution of information based actions taken in the digital economy by an organization. A keen understanding of how business processes consume information is required to deploy this level of autonomy. A low level of resistance to putting the faith of the organization into these autonomous analytics is required to optimize value in the digital economy. The means to review, countermand and tune these autonomous analytics is mandatory.
The Information Value Estimator, available upon request, can be used as a self-service tool. Its use is intended to serve as a vehicle to identify initiative opportunities, few of which will be traditional IT opportunities, that will have a measurable impact on the value of information. It is recommended to augment the estimator with a benchmarking of information value to show progress made and refine deficiencies that will impact the ability to wield information in the digital economy.
Cybersecurity is a key ingredient in the digital economyMark Albala
The digital economy is very different. Information is the life blood of the digital economy, and cyber-security attacks are theft of information, sometimes with real financial implications. While too many companies have not revisited their cyber-security arsenal to meet the demands of the digital economy, the regulators have been busy to update the minimally acceptable levels of protection of individuals and their identity in the digital ecosphere. Many companies will be burned by the punitive damages levied by regulators and the reputational damage which impinges upon the ability to conduct digital commerce.
This writing will go through what it means to be cyber-safe in the digital economy and defines a framework that should be used by all organizations to identify the leakages in information either directly leaked by them or syphoned off through imposters misrepresenting the organization. From the regulatory and consumer vantage point, there is not difference, the organizations conducting digital commerce are required to perform the due diligence necessary to provide assurance to consumers that their digital interactions with organizations are secure and safe.
Many companies will appear in the tabloids with massive fines and punishment in the capital markets due to lapses in judgement when it comes to meeting their obligations for cyber-security. Unfortunately, it will take examples made of such companies before the actions necessary to protect the consumer willing to conduct digital commerce is taken seriously. Many of the organizations will not survive the anticipated disruptions.
Introducing thriving with information in the digital economyMark Albala
We are witnessing the shepherding in of the digital age, one where machines and information can do things faster and more accurately than people for select tasks, particularly those that don’t require ingenuity to innovate something that has never previously existed. It is up to those who run organizations to gain a quick appreciation to which tasks benefit from the wisdom, empathy and creativity of the human spirit and which ones are repetitive with minor variations to a theme and best orchestrated through software. It is exactly those organizations that put every task to the whim of a machine that will enjoy an uneasy competitive disadvantage because their finest moments will be those they can be performed by every other business with a machine at the helm for that decision. However, those decisions which are somewhat repetitive and can be taught through software to adjust for the nuances of a decision will be able to react to these activities faster and more accurately than those not benefitting from software, of course without human intuition, empathy and ingenuity. A keen understanding of the processes of an organization, the information supporting that information and how that information potentially makes a difference is at the heart of the discussion of thriving with information in the digital economy.
There are a number of very timely, complex fraught with error tasks that people cringe at performing or tasks which need to be performed at such a blistering pace in the digital age that if they were to wait for people to perform they would either need to be verified carefully for errors or be too late to make a difference in the digital economy. The one thing that is consistent is that the life blood of the digital economy is information delivered at a blistering speed at all hours of the day.
The purpose of this writing is to illuminate some of the changes caused by the digital economy as it pertains to information and help organizations devise a roadmap to their path from the current state to one more applicable for the digital economy.
Charting your course for surviving disruptive innovationsMark Albala
Historically, businesses could expect the lifespan of their business models to survive the planning horizon of 3 – 5 years and long term strategic planning was something you could review on a quarterly basis and revisit once a year. However, the digital economy has changed all the rules, no longer can you expect the business climate to survive for the planning horizon; typically, digital products are retooled at least twice a year. Moreover, disruptions can come from other sources than innovations, they can be the result of opportunistic and cyber-attacks, the result to your bottom line is the same.
Devising a strategy and first line of defense is mandatory for those who would rather weather the storm of disruption unscathed to the more common alternative of weathering a fire drill with uncertain outcomes. Having an early warning beacon is a central component of early detection of a disruption and corralling the necessary information to inoculate the attack. This writing will go over some of the techniques available for such an endeavor.
Information's role in disruption cycles and the exploitation of tipping pointsMark Albala
“The Tipping Point”, written in 2000 prior to the digital economy, described a means for forging disruptions through the exploitation of information. Having a keen understanding of the information you have at your disposal and a keen awareness of the attempted disruptions through viral social media and other means is critical for survival in the digital economy. This writing will go over what the tipping point is, how information aligns to the tipping point in the digital economy and what organizations must do now to survive disruptive attempts to dethrone their products and services in the digital economy.
Why is cyber security a disruption in the digital economyMark Albala
As we enter the digital economy, companies will quickly realize that the differentiator in the digital economy is information and information being a valuable resource is subject to theft, hacking, phishing and a host of other issues which compromise a company’s ability to participate in the digital economy. Cybersecurity misfires compromise the trust of buyers and partners necessary to participate in the digital economy. It is up to every company to ensure that the information shared with them is protected to the best of their ability and proactively notify persons and organizations who entrust their information necessary to transact business (any personal identity information including but not limited to addresses, credit card information, social security numbers, account information, credit information, medical records, etc.) with any potential compromises which can yield harm to them by that information either being used maliciously or shared with others.
The digital economy is different than other versions of commerce because in the digital economy, information is the lifeblood of digital commerce that passes through the hands of many platforms involved in a digital event. Each of these platforms are an opportunity to wreak havoc on your well-intended but incomplete intents to protect the information contained within the network you control. In the digital economy, it is not only the network you control, but the platforms that touch the personal data entrusted to you as a means of enabling digital commerce, and several techniques have begun to emerge to protect personal information contained within your information domain and the domain of platforms participating in digital commerce.
Because the life blood of the digital economy is information, information hacked in the digital economy is akin to shrinkage in the legacy economy. Both are means to directly attack your bottom line, whether it is redirecting customers elsewhere because they don’t trust your privacy program, ransomware which makes your site or one of your partner platform sites dangerous to use or some other reason which challenges your ability to participate in the digital economy. Shrinking the potential market share because of information safety and security challenges is a disruption, making cyber-security a disruptive activity, particularly if it is not dealt with swiftly.
If your cyber-security program is focused entirely on protecting the information housed in your four walls, you have exposed yourself to problems you will have difficulty in identifying both the source and the entry point of these issues.
As we enter the digital economy, it becomes increasingly transparent that the information and data ecosphere will continue to be a complex environment for the foreseeable future, with information being provided from a variety of internal and external sources in the form of files, messages, queries and streams. It would be foolish for any organization to place their bets on any one platform to be their platform of choice because it is incongruent to the thought patterns of the consumers, suppliers, regulators, partners and financiers who will participate in their information ecosphere through data feeds, information requests and a host of other interfaces.
Rather, there is a role of each of these platforms which serve as the conduit for data and the transformation of data into information aligned with the value propositions of the organization. This writing is focused on the big data platform because there are some unique characteristics of the big data environment that require an approach different than many of the legacy environments that exist in organizations. Furthermore, while big data is the one environment that is new and requires these special handling characteristics, there will be future platforms with the same requirements as big data requires today, and hopefully lessons learned will be left to not revisit each of the challenges as the next transformational information ecosphere is made available.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
This time is different, in that information is the catalyst to achieving value and the platform ideally suited to house information not optimal for storage in the form of rows and columns is the big data environment. Understanding which information is delivered with intended consequences and having the management prowess to tune information shared with customers, prospects, suppliers, partners, regulators and financiers is critical for the digital economy. Additionally, it is specific to understand the challenges each platform housing information bring to the equation. This writing will focus on big data.
Information is the catalyst of the digital economyMark Albala
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.
Continuous innovation has received a fair amount of attention recently, which equates to delivering information based products in the digital economy which provide benefits to the market participants in ways not previously achievable. Understanding past uses of information, what processes will be required to manage the disruption and measure the effects of the disruption are all key to monetizing the results of any specific innovation.
To others whose processes have been marginalized through innovations being introduced into the marketplace, their view of these specific innovations will be a disruption to their business models and practices. These disruptions can be a permanently lowered unit cost delivered through enhanced customer service operations, extending competitive information to the marketplace as a means of achieving referral income or any other service which is borne from recombination of information which can be monetized.
To understand how to manage this view of innovations and disruptions, it is important to understand how value is obtained, how it maps back to processes and how information consumed by processes serves as the catalyst to derive a new trajectory as a result of the innovation or disruption.
This writing will go through an explanation of how information is used through the management of innovations and disruptions.
As we enter the digital economy, companies will quickly realize that the differentiator in the digital economy is information and information being a valuable resource is subject to theft, hacking, phishing and a host of other issues which compromise a company’s ability to participate in the digital economy. Cybersecurity misfires compromise the trust of buyers and partners necessary to participate in the digital economy. It is up to every company to ensure that the information shared with them is protected to the best of their ability and proactively notify persons and organizations who entrust their information necessary to transact business (any personal identity information including but not limited to addresses, credit card information, social security numbers, account information, credit information, medical records, etc.) with any potential compromises which can yield harm to them by that information either being used maliciously or shared with others.
This purpose of this writing is to cover some of the core requirements for implementing cybersecurity, the accountabilities for cybersecurity risks and the information used to manage a viable cybersecurity program.
Information economics, the information assetsMark Albala
As we enter the digital economy, companies will find the business climate to be significantly more volatile than they have in the past, and leaders of industry to find themselves during change much more frequently than ever before. Information that these companies counted on being viable for the long haul tends to lose adhesion in the digital economy as a direct result of the rate of change in the digital economy. Understanding exactly what information assets are and how to ensure the viability of their information assets despite the highly volatile digital economy is critical for the survival or organizations.
There has been a fair amount of coverage on the importance of information economics and treating information as an organizational asset, but little coverage has been available on how to measure the value of information other than the traditional cost aspects of data and the costs of publishing into a multi-purpose environment (a star schema) for serving the largest number of business needs. In this model, which has served businesses well for almost 40 years, there is an assumption that there are underlying assumptions assuming viability of the usage patterns for information to remain consistent static for long periods of time. This slow rate of change has historically provided for the ability to construct an information presentation structure that would remain viable for several years and would accommodate most of the organization’s information needs. In the current business climate, however, as companies cross the crevasse to join the digital economy, the business climate is sufficiently volatile to challenge the underlying assumptions that enabled a well devised but static information model.
The purpose of this writing is to provide insights into how to thrive in this highly volatile digital economy and be one of these organizations who understand that there is measurable value to the information consumed in business processes. This appreciation of the fluidity of information needs for the organization and the preparedness to accommodate these changing needs will provide for information models that will withstand the forces of change in the digital economy. It also comes with an appreciation that the business stakeholders will not be afforded the time to machinate information to the needs of the business process, making it incumbent upon those who manage the information fabric of the organization to forge this alignment. By instituting an orchestrated process to record the use of information and measure its value, organizational accountabilities will surface that forces this necessary alignment with business process.
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Deploying and monetizing content in the digital economy
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ABSTRACT
The digital economy is very different. The means in reaching and converting consumers into
customers is very different in the digital economy. In the digital economy, the delivery of content to
customers and prospective customers is accomplished at the convenience of the consumer.
Information personalized to be relevant to the consumer and easily accessed by the consumer
through mechanisms chosen by the consumer is critical to digital survival. And devising means to
deliver information to the consumer without seeming intrusive is a critical facet of digital survival.
The ability to understand what information will be relevant to the consumer without violating
privacy rules. All participants in the digital economy will need to balance the need for analyzing
personal identity information against privacy rules and governmental legislation. It is exactly the just
in time analytics required to determine what will be pertinent to a consumer based on their content
history, their current proximity and a host of other variables is the fuel that will catalyze the
monetization of information. It is the regulators watching the obvious transgression of shared
personal information, punitive damages and limits to the use of personal information will ensue. This
and published occurrences of lapses in protecting entrusted identity information will translate into
reputational crises, both of which will force consumers to think twice about sharing their identity
information with those wishing to participate in digital commerce. Those hampered by the
regulators or incapable of protecting the identity information entrusted to them will suffer the fate
of having their ability to know the consumer hampered because of a difficulty to obtain the
information required to analyze and personalize content of value to consumers.
The purpose of this writing is to define a framework for obtaining, managing, protecting and
monetizing the information fueling the digital economy.
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Introduction
You may have heard companies describe content as key. You may also have heard the merits of
inbound marketing (consumers pulling information rather than information being pushed to
consumers). You may not have realized the sophistication that has immersed over the past decade
devised to connect consumers with the proper content.
The Content Marketing Institute is a key organization to track to understand the current day issues
grappled with for connecting consumers with content. (The Consumer Marketing Institute publishes a
monthly magazine available for no charge at http://read.nxtbook.com/blog). Clearly, if content is going
to be delivered in a personalized format pertinent a consumer’s particular situation at a particular
location, (there is an improved chance of monetizing content about perfume if the consumer is within
current proximity of a cosmetics department and their last three searches were about comparisons of
specific perfumes), a high degree of trustworthy, automated analytics will need to determine which
content will be most value to a consumer at a particular juncture. Information (context) that facilitates
the identification of high quality information that meshes with the attribution of a consumer’s needs at
a moment in time will be the secret sauce that facilitates monetization of content in the digital
economy. Content must be deliverable though a variety of forms in a way unobtrusive to the consumer.
The consumer may be interfacing with your content through some sort of marketing display on a web
panel, through a coupon delivered by text to a cell phone, or through content requested from a web
browser or mobile device that gets the consumer all that much closer to a commerce event.
Influencing through Content
Content is any material provided to consumers at the convenience of the consumer which both provides
information and potentially influences the behavior of consumers. Content can be product reviews,
information about the importance of specific features or anything else which could potentially help a
consumer reach a decision. In the digital economy, the process of marketing to consumers has radically
shifted from mass market push that attempts to influence consumers with a highly generic message to a
more personalized message pushed or pulled to the consumer. The vehicle that facilitates this influence
engine is analytics, which through contextual attribution, delivers highly personalized information to the
consumer. This consumption can only be effective if it is personalized at the moment a consumer is
interested in the specific content (pushing unaligned content captures the interest of a consumer very
infrequently), and this is performed using self‐directed analytics.
This content is delivered through platforms that must be understood to be effective, as is the conversion
of content into commerce. Different from the pre‐digital era is the sheer volume of referrals which is, in
many cases, the only source for the monetization of information (i.e., Trivago, which refers travel
shoppers to other sites and receives a portion of the commission for the referral).
Any vehicle which delivers content in new ways that changes the optics for interfacing a consumer is a
disruption. The opportunities for disrupting the consumer interface methods are varied, be in through
augmented reality, smart near field devices (Amazon Echo, Apple Home, Microsoft Cortana, Google
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Home, etc.) or other means which makes it easier for the consumer to receive information. And any
vehicle which makes it easier for the consumer to convert content requesting opportunities into
commerce opportunities equally serves as a disruption (i.e., Apple Pay).
Storytelling through content
The art of storytelling has gained prominence as a means of connecting to an intended audience by
addressing the key points of storytelling in content directed to consumers.
Some key points to address are:
1. Have a well devised storyboard, which represents what message you are trying to convey, why
are you passionate about the message and how is the message intended to connect to the
target audience. This is much more than the facts that support your case.
2. Have a keen understanding about how is the message intended to be visualized by the target
audience. The message must be conveyed in a way that it can be visualized by the audience in a
story‐like context, and your target message to change behavior or perception must be
imbedded into the visual story.
3. Have a clear vision of what emotions are you intending to surface with your story. Your story
must have various archetypes to get your point across in a way that can be compelling and easily
digested by the intended audience.
4. Can you piggy‐back on stories that your customers and audiences are already accustomed to? If
the target message is something that the target audience is already comfortable with, your
collaborative storytelling could have a greater reach.
5. Will your message be perceived as something personalized to the intended consumer that
conveys a sense of identity, trust, openness, transparency, relevance and participation that will
all engage the intended audience.
6. Can the brand bias in your story not be so obvious that they lose the trust of your intended
audience? The audience will stay connected if they trust the message and not see it as
something more self‐serving.
7. Does your story contain digital information that is pertinent to the reader of your content? The
more the content seems more personalized to the reader, the more engaged will the reader be.
If there is an integration of creativity, including art (creativity) and science (data), do it, it will
further the stickiness of the content with the intended reader.
The following template is devised to serve as a vehicle to ensure that the content you are publishing is
aligned with your message and vision.
The Digital Business Model Canvas (DBMC Story Board) is the vehicle to ensure that all your points are
touched, that the content telling the story has the appropriate context to be aligned to your value
propositions and that you have determined how the content you are publishing can be monetized.
Platforms are the environments used to deploy, analyze and monetize content. It is critical that a clear
vision of how platforms will be utilized to deploy, analyze and monetize content and continually devise
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ways to make incremental enhancements to the platform ecosphere as a means to improve the
delivery, management and monetization of your content.
Designing information content for stickiness
There are many studies which show that photos, graphics and videos attract more attention. No
wonder the fastest component of content is videos which further the cause through content. So here
are some statistics (Source: Neilsen, 2010):
Images (and videos) that are decorative or generic and do not support the case for content are typically
completely ignored. The viewer must be able to understand the linkage for the topic within seconds or
their attention will wander to something unintended.
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Publishers need to balance the
visual quality and complexity of
published information with the
time it takes to start rendering
on a consumer’s web panel or
mobile device. Platforms like
YouTube and WordPress help
by streaming information in
ways that they don’t keep the
consumer waiting until the full
payload of content is available
for display.
Photos and videos of products
which help distinguish the topic
is treated as important content
and keeps the attention of
viewers. Stock images /
content do not fall into this
category.
An overabundance of content
or an overabundance of
messages integrated into a
single image or video (visual
bloat) annoys users because it
is hard to find the content they
intended to view.
Photos of people, particularly those who help derive an opinion about the content, is especially
sticky. That is why testimonials with photos, or videos from bloggers are especially useful
content.
People following content with illustrations are 3x more likely to understand the content. Tweets
with images receive 150% more retweets than those without images. In an analysis of 1 million
articles, BuzzSomo found that articles with an image once every 75 – 100 words received double
the social media shares as articles with fewer images, and Facebook posts with images see 2.3x
more engagement than those without images.
Information most likely to be sticky with consumers are infographics full of testimonials and
graphical facts about the subject and videos. Infographics are 3x more likely to be shared.
The information you derive to be included in your content must be pertinent to the viewer. If it can be
personalized to the needs of the viewer, it will be more likely to convert content to commerce.
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Understanding consumer engagement on the consumer’s terms
To understand how best to wield your content, it is first necessary to understand how consumers utilize
content. For example, the highest penetration is mobile phones, which is also coincidentally the highest
growth area for consumer requests for content. Therefore, a mobile strategy should absolutely be part
of your content strategy.
Analytics continually aligning content is the secret sauce
Content should be personal. If it personally aligns to the need of the consumer they will internalize the
delivered content and will be more prone to react to it. Aligning content to individuals requires
information and lots of information. And it requires the ability to use that information at the time the
consumer accesses the information.
Content will be delivered to the consumer in one of two ways:
Content pushed to the consumer through emails, text messages or placements on web pages
and mobile screens is far more effective if the positioning of the content is aligned to the
interest and needs of the consumer. The information about the consumer will be utilized
through analytics to ensure this alignment of the content with the needs and wishes of the
consumer.
Content pulled by the consumer was either searched for using a search engine (Google, Yahoo,
etc.), an intelligent hub (Apple Siri, Amazon Echo, Google Home, Microsoft Alexa) or through
some other means with some intended purpose in mind. It is up to the provider of the content
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to understand the purpose through analytics so that the next parcel of content can be delivered
with the needs and desires of the consumer driving the content to be delivered.
Whether content is pulled or pushed, analytics using personal information about the consumer
is being used to drive these analytics. This personal information must be protected so that it is
not used in ways not intended or contrary to the published privacy agreements and regulations.
Recently, punitive damages have been levied for using analytics that consume personal identity
information, the most recent is Google ($2.7 Billion in June with an anticipated equally large fine
for using information collected through Android in analytics contrary to the agreements and
regulations covering the use of PII information).
It is equally important to having engaging content as it is to deliver the content in a way that engages
the consumer, but keeping an eye on the controls of privacy information used to personalize the
content.
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Monetizing content, content ROI, platforms and analytics
The main reason content is published is to transform content to commerce, whether it is commerce in
the form of buying something, participating in a nonprofit or some other value proposition supported by
the published content. There should always be a relentless focus on determining whether the content is
achieving the intended results, which is determined by analyzing the information trails available from
the platforms participating in your digital presence.
Content is intended to either support or influence some consumer behavior. If the content connects
with the consumer, there is a chance that consumers will support in extending the message through
many activities (tell friends and families about the content / brand, make additional purchases, write
reviews, follow other published content, etc.).
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This is all achievable if the analytics necessary to know the consumer, understand what they need or
want and either push the right content or help them access the right content.
Early warnings?
Early warnings will be triggered by some automated algorithm that looks for patterns that can be used
to drive content to a consumer and look for issues that require resolution that the consumer deems
important. All of these will be driven by a process similar to TEWS (high level flow below).
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On monetizing content
If your content is successful, the result will be conversion of content delivered or accessed by consumers
into commercial activities. The valuation of the commercial activities weighed against the cost in
developing the content and the platforms utilized to house, deliver and convert content into commerce
is the all used in the computation of the ROI of content. Content that does not have a positive ROI is not
worth launching. However, there is not content by itself that will result in converting into commerce
but rather a series of content delivered or accessed all of which result in one or more commercial
events. Tracking the lineage of content delivered to the consumer and the resultant commercial
activities, all available from the platforms utilized to deliver content to the consumer. This will of course
be understated due to consumers who serve as influencers and convince other consumers to request
content, all of which potentially convert to commercial events.
What is important is that you devise a means of capturing the necessary events to identify what content
you delivered and associate the delivered content to commercial events so that you can identify which
content has been monetized and which content is not resonating with consumers. Content that is not
resonating should be enhanced or replaced so that all content published resonates with consumers.
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About the Author
Mark Albala has been one of the early practitioners in wielding
information as a competitive weapon and has served as an advisor
to vendors and analysts serving the information insight industries.
Mark has served much of his career in devising insightful ways to
deliver information that is most usable to deriving and executing
action plans. Mark has concentrated a significant portion of his
career in ensuring that the information made available is usable by
eliminating the reasons for not using information when it counts.
Mark currently serves as President of InfoSight Partners, L.L.C., which is a firm whose mission is to
help organizations facilitate their focus into wielding the value of their information assets.
Mark has served in a variety of information strategy, architecture and governance roles and has
been an influential futurist in defining ways in which information could be wielded, and has been
an active advocate of the disciplines of information economics and the acceptance and
management of information as an organizational asset.
Mark currently serves as an advisor to companies and analysts and can be reached at
mark@infosightpartners.com.