This document discusses how out-of-home (OOH) media can remain relevant for brands in the modern media landscape. It notes that consumers are spending more time with digital media compared to traditional media. OOH media is traditionally a passive medium but needs to engage consumers. The document provides examples of collaborations between OOH media companies and brands to create customized content. It argues that OOH media needs to be integrated into holistic marketing plans and campaigns to be effective.
The document discusses a Bluetooth marketing solution called ROK BlueBox that allows brands to send advertising and content directly to consumers' mobile phones within proximity of locations where the BlueBox devices are installed. It works by detecting Bluetooth signals from phones and, with users' permission, delivering targeted content. The system provides benefits like low cost, speed, interactivity and the ability to reach consumers in specific locations. The document provides details on how the BlueBox solution works and its potential benefits for advertisers, consumers and locations where it is installed.
The document discusses best practices for different types of mobileTv advertising formats, including in-stream, in-banner, floating, and expandable banners. It provides recommendations on length, initiation methods, calls to action, and preferred viewing times. Partnering with mobileTv.my offers benefits like low startup costs, managing client campaigns, and creating a network of proximity marketing channels.
The document discusses 7 dynamics that are transforming TV as it shifts to being delivered over the internet: 1) Reaching across screens to provide programming on any device, 2) Internet TV streaming, 3) TV distribution and cloud-based delivery, 4) Improved measurement of viewership across platforms, 5) Programmatic ad technology, 6) Addressable advertising, and 7) Increased viewer engagement. This shift is having a profound impact on delivery, advertising and the viewer experience as TV adapts to being viewed anytime, anywhere over the internet.
Airline advertising - A promising mediaBlue Mushroom
This document is just for the information of the readers. we do not own this document.
(Courtesy - Respective Owners)
For more details on in flight promotions - www.bluemushroom.co.in
About Us
Blue Mushroom is a one stop solution for all your in flight and airport lounge promotional requirements. In India we provide promotional opportunities in Jet Airways, Spice Jet, Indigo, Air India and Go Air. We provide more than 25 different solutions to engage and influence the affluent consumers travelling by air.
This document provides an overview of mobile marketing technologies and their reach. It discusses messaging technologies like SMS, which nearly 100% of US handsets support, allowing marketers to reach large audiences. It also covers the mobile web, streaming media, and downloadable content delivery to mobile devices. The document aims to help marketers understand these technologies and consider factors like addressable audiences and partnerships when developing mobile campaigns.
Giffgaff is a mobile company built around community involvement. The company's philosophy is based on mutuality, member involvement, collective knowledge sharing, simplicity, respect, feedback, and ideas. Members help with recruitment, marketing, customer support, proposition development, and more. The community forum allows 75% of customer queries to be resolved by other members in just 3 minutes on average, providing large savings over traditional customer service models. High customer satisfaction scores and net promoter scores result from the strong relationships built through the engaged community.
Member case study: Kantar Millward Brown - Delivering cost-effective incremen...IAB Europe
Videology commissioned a Kantar Millward Brown CrossMedia® Research study to analyse and showcase how digital video complements heavyweight TV campaigns.
The document discusses a Bluetooth marketing solution called ROK BlueBox that allows brands to send advertising and content directly to consumers' mobile phones within proximity of locations where the BlueBox devices are installed. It works by detecting Bluetooth signals from phones and, with users' permission, delivering targeted content. The system provides benefits like low cost, speed, interactivity and the ability to reach consumers in specific locations. The document provides details on how the BlueBox solution works and its potential benefits for advertisers, consumers and locations where it is installed.
The document discusses best practices for different types of mobileTv advertising formats, including in-stream, in-banner, floating, and expandable banners. It provides recommendations on length, initiation methods, calls to action, and preferred viewing times. Partnering with mobileTv.my offers benefits like low startup costs, managing client campaigns, and creating a network of proximity marketing channels.
The document discusses 7 dynamics that are transforming TV as it shifts to being delivered over the internet: 1) Reaching across screens to provide programming on any device, 2) Internet TV streaming, 3) TV distribution and cloud-based delivery, 4) Improved measurement of viewership across platforms, 5) Programmatic ad technology, 6) Addressable advertising, and 7) Increased viewer engagement. This shift is having a profound impact on delivery, advertising and the viewer experience as TV adapts to being viewed anytime, anywhere over the internet.
Airline advertising - A promising mediaBlue Mushroom
This document is just for the information of the readers. we do not own this document.
(Courtesy - Respective Owners)
For more details on in flight promotions - www.bluemushroom.co.in
About Us
Blue Mushroom is a one stop solution for all your in flight and airport lounge promotional requirements. In India we provide promotional opportunities in Jet Airways, Spice Jet, Indigo, Air India and Go Air. We provide more than 25 different solutions to engage and influence the affluent consumers travelling by air.
This document provides an overview of mobile marketing technologies and their reach. It discusses messaging technologies like SMS, which nearly 100% of US handsets support, allowing marketers to reach large audiences. It also covers the mobile web, streaming media, and downloadable content delivery to mobile devices. The document aims to help marketers understand these technologies and consider factors like addressable audiences and partnerships when developing mobile campaigns.
Giffgaff is a mobile company built around community involvement. The company's philosophy is based on mutuality, member involvement, collective knowledge sharing, simplicity, respect, feedback, and ideas. Members help with recruitment, marketing, customer support, proposition development, and more. The community forum allows 75% of customer queries to be resolved by other members in just 3 minutes on average, providing large savings over traditional customer service models. High customer satisfaction scores and net promoter scores result from the strong relationships built through the engaged community.
Member case study: Kantar Millward Brown - Delivering cost-effective incremen...IAB Europe
Videology commissioned a Kantar Millward Brown CrossMedia® Research study to analyse and showcase how digital video complements heavyweight TV campaigns.
The document discusses the online display advertising ecosystem. It outlines the main players in the ecosystem including ad agencies, publishers, ad networks, ad exchanges, and display technology platforms. It explains the services each provides and key considerations for advertisers. The document also provides a checklist for advertisers to evaluate their display advertising strategy and goals.
We are passionate. We are creative. We are honest.
After 5 TV Media Services is the result of necessity, innovation, experience and passion.
We care most about emphasizing your brand\'s unique selling point and/or company\'s values consistently and perpetually.
But, don\'t take our word for it—SEE for yourself!
The document outlines a media plan to promote a mobile phone protection service called Lost Registry to young adults aged 20-24. It includes insights into the target audience, a communication strategy using various media channels, and proposed implementations. Key points are that the budget is unlimited, the focus is Australians aged 18-34, and the objective is to drive awareness and generate sales leads over 6 months primarily using radio, print, outdoor, cinema and digital media placed in East Coast cities where most of the target audience lives.
There are over 118 million mobile users in Pakistan, making the mobile phone the most widely available medium to reach customers. While conventional media like TV, newspapers, and radio remain options, they have disadvantages like high costs, limited reach or engagement, and inability to precisely target audiences. Mobile marketing through channels like SMS, MMS, mobile applications and ringback tones is a more effective approach. It allows for personal and interactive messaging that can be highly targeted based on customer profiles and locations. Major global brands are adopting mobile marketing for its benefits of increased customer involvement, branding, response rates, loyalty and sales.
How we helped give birth to Vodafone Social, the official blog for Vodafone UK, and nurture it into one of the most powerful tools in company’s communications arsenal.
Social Media Value Proposition - Group FMGGroupFMG
Group FMG is a digital marketing agency that was founded in 2011 through a private equity investment. It offers a comprehensive set of social media solutions for brands, including monitoring brand and competitor performance, engaging with customers through responses and campaigns, and building brand advocacy through content, campaigns, and loyalty programs. The company has offices in London, New York, and Chennai and serves over 75 global clients across industries.
VOD has the potential to tap into consumers' passion for special interests by offering activity-based programming beyond just movies. Special interest content has intensely loyal audiences and generates higher profits than movies. To succeed, activity-based VOD needs to transform into personalized services that help viewers complete tasks, not just passively watch programming. It must provide an exclusive interactive experience that cannot be found elsewhere.
The document summarizes an introductory meeting held by Net Media Planet, a paid search marketing specialist. It discusses Net Media Planet's services and clients, opportunities for international paid search campaigns, and using YouTube for display advertising to meet search. Key points covered include Net Media Planet's experience, methodology combining technology and expertise, client testimonials, benefits of expanding campaigns internationally and to YouTube for video advertising and targeting audiences.
Television: Creative and Programming Strategy DocumentTushar A Amin
The document provides an overview of Media 1.0 and Media 2.0 models. Media 1.0 refers to traditional media with defined roles and value chains. It describes television's value chain under Media 1.0. Media 2.0 is characterized by the consumer being at the center and having more choices through technology. It discusses how B4U Television Network currently follows a Media 1.0 model but needs to evolve to a Media 2.0 model to engage today's technology-savvy consumers.
Cleverwood is your New Media Consulting partner, providing expertise, knowledge and consulting services for Web, Mobile, Interactive Television and emerging channels.
The document discusses dynamic place-based media networks, which present digital messages on screens in public locations. There are now an estimated 1.4 million displays across North America, growing at 24% annually. These networks provide targeted, centralized content to audiences in places like retail stores, transit stations, and workplaces. The term "dynamic signage" is preferred over "digital signage" as it better captures the ability to update messages in real-time. Content is seen as king for these networks, with $3.5 billion being spent annually to create materials for the displays.
The document discusses marketing capabilities for the digital age according to a report by The Boston Consulting Group (BCG). BCG surveyed over 30 major corporations to understand how their marketing organizations are dealing with changes brought by digital technologies and identified challenges, best practices, and benefits. Key findings include the need to restructure marketing organizations to capitalize on digital opportunities, varying degrees of investment and expertise across industries, and guidelines to maximize returns from digital marketing through strategies like aligning digital efforts with business objectives and improving customer service through social media.
Cobalt Communications Corporation is a marketing and branding firm founded in 2009 that has grown significantly, and now provides a wide range of digital marketing solutions including banner advertising, content marketing, social media management, and data analytics services. The company operates several subsidiary businesses focused on specific marketing areas like digital media, public relations, graphic design, and event planning. Cobalt aims to deliver customized marketing solutions and generate tangible returns for its clients across industries.
AdTech - Display Advertising Space OverviewHimanshu Bari
The document discusses disruption in the display advertising industry. It notes that advances in technology have led to greater targeting capabilities, more available data, and more efficient execution. This has resulted in a complex "lumascape" of companies involved in display advertising, including publishers, agencies, ad exchanges, and other players. The document outlines opportunities and challenges for publishers and agencies in this evolving landscape.
Informe Ibm End of Advertisement as we know itGonzalo Martín
This document discusses how the advertising industry is undergoing significant changes driven by four factors: consumers gaining more control over their attention; the rise of user-generated and peer-delivered advertising content; demands for more individual-specific measurement of advertising impact; and new entrants making previously proprietary advertising inventory available on open exchanges. The document envisions four possible scenarios for the industry in 2012 based on these changes. It argues that traditional players like broadcasters, agencies and distributors will need to innovate in how they attract and engage consumers, change their business models, and adapt their organizational structures to succeed in the future advertising landscape.
See the advantages of digital media platforms used in outdoor advertising over the traditional banners being more informative, attractive & entertaining than ever before.
This document discusses the future of advertising based on research by IBM. It finds that over the next 5 years, more change is expected than the previous 50 years due to empowered consumers, evolving technologies, and new business models. Four scenarios for 2012 are presented based on the openness of advertising inventories and consumer control over marketing. Traditional players may be disrupted if they do not innovate their business models, designs, and offer more personalized advertising.
This document discusses how advertising is changing due to shifts in consumer behavior and technology. It analyzes trends that are giving consumers more control over advertising and their attention, such as increased time spent online, adoption of ad-blocking tools, and popularity of user-generated content. The document presents four possible scenarios for the future of advertising, and argues that traditional players like broadcasters and agencies will need to innovate their business models, creative approaches, and data capabilities to succeed in this changing environment. It also examines how spending on different advertising formats may evolve, with growth expected in digital, mobile and interactive areas over traditional TV and print.
This document summarizes key findings from an IBM study on the future of advertising. It finds that within the next 5 years, more change is expected than in the previous 50 years due to empowered consumers, evolving technologies, and new business models. The advertising industry will see a shift in control away from traditional players as consumers control their media consumption and advertising exposure more. The document outlines four potential future scenarios for the industry based on the openness of advertising platforms and consumer participation levels in marketing. It concludes that skills and capabilities that led to past success may need refinement or replacement for companies to adapt.
The document describes the stickyPiXEL solution suite, which allows users to enrich video content with interactive elements and advertising, interact with viewers, and measure audience engagement. The solution has three modules - VideoAD Enrich allows tagging and annotating video; VideoAD Interact enables viewer interactions; and VideoAD Measure provides audience metrics. It leverages computer vision technologies to track objects and understand viewer behavior in order to optimize digital signage content and advertising. Star Knowledge provides customization, integration, and support services for the stickyPiXEL solution.
Applying data in today’s multi screen worldOMD China
Multi-screening is no longer a new phenomena, but the data challenge in multi-screen media planning is still very real. We need to look beyond using multi-screen media as an efficiency buy. OMD discusses their point of view and methodology for effective multi-screen planning.
Guide to Programmatic Media buying for recruitment. Top tips, explanation of strategic uses, examples of how ads are targeted and all the important terms decoded.
The document discusses the online display advertising ecosystem. It outlines the main players in the ecosystem including ad agencies, publishers, ad networks, ad exchanges, and display technology platforms. It explains the services each provides and key considerations for advertisers. The document also provides a checklist for advertisers to evaluate their display advertising strategy and goals.
We are passionate. We are creative. We are honest.
After 5 TV Media Services is the result of necessity, innovation, experience and passion.
We care most about emphasizing your brand\'s unique selling point and/or company\'s values consistently and perpetually.
But, don\'t take our word for it—SEE for yourself!
The document outlines a media plan to promote a mobile phone protection service called Lost Registry to young adults aged 20-24. It includes insights into the target audience, a communication strategy using various media channels, and proposed implementations. Key points are that the budget is unlimited, the focus is Australians aged 18-34, and the objective is to drive awareness and generate sales leads over 6 months primarily using radio, print, outdoor, cinema and digital media placed in East Coast cities where most of the target audience lives.
There are over 118 million mobile users in Pakistan, making the mobile phone the most widely available medium to reach customers. While conventional media like TV, newspapers, and radio remain options, they have disadvantages like high costs, limited reach or engagement, and inability to precisely target audiences. Mobile marketing through channels like SMS, MMS, mobile applications and ringback tones is a more effective approach. It allows for personal and interactive messaging that can be highly targeted based on customer profiles and locations. Major global brands are adopting mobile marketing for its benefits of increased customer involvement, branding, response rates, loyalty and sales.
How we helped give birth to Vodafone Social, the official blog for Vodafone UK, and nurture it into one of the most powerful tools in company’s communications arsenal.
Social Media Value Proposition - Group FMGGroupFMG
Group FMG is a digital marketing agency that was founded in 2011 through a private equity investment. It offers a comprehensive set of social media solutions for brands, including monitoring brand and competitor performance, engaging with customers through responses and campaigns, and building brand advocacy through content, campaigns, and loyalty programs. The company has offices in London, New York, and Chennai and serves over 75 global clients across industries.
VOD has the potential to tap into consumers' passion for special interests by offering activity-based programming beyond just movies. Special interest content has intensely loyal audiences and generates higher profits than movies. To succeed, activity-based VOD needs to transform into personalized services that help viewers complete tasks, not just passively watch programming. It must provide an exclusive interactive experience that cannot be found elsewhere.
The document summarizes an introductory meeting held by Net Media Planet, a paid search marketing specialist. It discusses Net Media Planet's services and clients, opportunities for international paid search campaigns, and using YouTube for display advertising to meet search. Key points covered include Net Media Planet's experience, methodology combining technology and expertise, client testimonials, benefits of expanding campaigns internationally and to YouTube for video advertising and targeting audiences.
Television: Creative and Programming Strategy DocumentTushar A Amin
The document provides an overview of Media 1.0 and Media 2.0 models. Media 1.0 refers to traditional media with defined roles and value chains. It describes television's value chain under Media 1.0. Media 2.0 is characterized by the consumer being at the center and having more choices through technology. It discusses how B4U Television Network currently follows a Media 1.0 model but needs to evolve to a Media 2.0 model to engage today's technology-savvy consumers.
Cleverwood is your New Media Consulting partner, providing expertise, knowledge and consulting services for Web, Mobile, Interactive Television and emerging channels.
The document discusses dynamic place-based media networks, which present digital messages on screens in public locations. There are now an estimated 1.4 million displays across North America, growing at 24% annually. These networks provide targeted, centralized content to audiences in places like retail stores, transit stations, and workplaces. The term "dynamic signage" is preferred over "digital signage" as it better captures the ability to update messages in real-time. Content is seen as king for these networks, with $3.5 billion being spent annually to create materials for the displays.
The document discusses marketing capabilities for the digital age according to a report by The Boston Consulting Group (BCG). BCG surveyed over 30 major corporations to understand how their marketing organizations are dealing with changes brought by digital technologies and identified challenges, best practices, and benefits. Key findings include the need to restructure marketing organizations to capitalize on digital opportunities, varying degrees of investment and expertise across industries, and guidelines to maximize returns from digital marketing through strategies like aligning digital efforts with business objectives and improving customer service through social media.
Cobalt Communications Corporation is a marketing and branding firm founded in 2009 that has grown significantly, and now provides a wide range of digital marketing solutions including banner advertising, content marketing, social media management, and data analytics services. The company operates several subsidiary businesses focused on specific marketing areas like digital media, public relations, graphic design, and event planning. Cobalt aims to deliver customized marketing solutions and generate tangible returns for its clients across industries.
AdTech - Display Advertising Space OverviewHimanshu Bari
The document discusses disruption in the display advertising industry. It notes that advances in technology have led to greater targeting capabilities, more available data, and more efficient execution. This has resulted in a complex "lumascape" of companies involved in display advertising, including publishers, agencies, ad exchanges, and other players. The document outlines opportunities and challenges for publishers and agencies in this evolving landscape.
Informe Ibm End of Advertisement as we know itGonzalo Martín
This document discusses how the advertising industry is undergoing significant changes driven by four factors: consumers gaining more control over their attention; the rise of user-generated and peer-delivered advertising content; demands for more individual-specific measurement of advertising impact; and new entrants making previously proprietary advertising inventory available on open exchanges. The document envisions four possible scenarios for the industry in 2012 based on these changes. It argues that traditional players like broadcasters, agencies and distributors will need to innovate in how they attract and engage consumers, change their business models, and adapt their organizational structures to succeed in the future advertising landscape.
See the advantages of digital media platforms used in outdoor advertising over the traditional banners being more informative, attractive & entertaining than ever before.
This document discusses the future of advertising based on research by IBM. It finds that over the next 5 years, more change is expected than the previous 50 years due to empowered consumers, evolving technologies, and new business models. Four scenarios for 2012 are presented based on the openness of advertising inventories and consumer control over marketing. Traditional players may be disrupted if they do not innovate their business models, designs, and offer more personalized advertising.
This document discusses how advertising is changing due to shifts in consumer behavior and technology. It analyzes trends that are giving consumers more control over advertising and their attention, such as increased time spent online, adoption of ad-blocking tools, and popularity of user-generated content. The document presents four possible scenarios for the future of advertising, and argues that traditional players like broadcasters and agencies will need to innovate their business models, creative approaches, and data capabilities to succeed in this changing environment. It also examines how spending on different advertising formats may evolve, with growth expected in digital, mobile and interactive areas over traditional TV and print.
This document summarizes key findings from an IBM study on the future of advertising. It finds that within the next 5 years, more change is expected than in the previous 50 years due to empowered consumers, evolving technologies, and new business models. The advertising industry will see a shift in control away from traditional players as consumers control their media consumption and advertising exposure more. The document outlines four potential future scenarios for the industry based on the openness of advertising platforms and consumer participation levels in marketing. It concludes that skills and capabilities that led to past success may need refinement or replacement for companies to adapt.
The document describes the stickyPiXEL solution suite, which allows users to enrich video content with interactive elements and advertising, interact with viewers, and measure audience engagement. The solution has three modules - VideoAD Enrich allows tagging and annotating video; VideoAD Interact enables viewer interactions; and VideoAD Measure provides audience metrics. It leverages computer vision technologies to track objects and understand viewer behavior in order to optimize digital signage content and advertising. Star Knowledge provides customization, integration, and support services for the stickyPiXEL solution.
Applying data in today’s multi screen worldOMD China
Multi-screening is no longer a new phenomena, but the data challenge in multi-screen media planning is still very real. We need to look beyond using multi-screen media as an efficiency buy. OMD discusses their point of view and methodology for effective multi-screen planning.
Guide to Programmatic Media buying for recruitment. Top tips, explanation of strategic uses, examples of how ads are targeted and all the important terms decoded.
1) The television industry is facing unprecedented changes due to increased audience fragmentation across multiple media platforms and the rise of on-demand viewing.
2) Over the next 5-7 years, the industry will see a bifurcation between passive traditional TV viewers and more active viewers seeking personalized on-demand content anywhere, anytime.
3) To succeed, companies must innovate business models, experiment with new pricing and content distribution approaches, mobilize content across devices, and reorganize to develop core competencies for a more open, flexible future television landscape.
This document discusses the future of the advertising industry and outlines 4 potential scenarios over the next 5 years. It notes that consumers are gaining more control over their media consumption and attention, while creativity is shifting towards user-generated content and lower-cost options. Traditional players like broadcasters may face challenges unless they innovate their business models. The rest of the document provides more details on an analysis of the advertising industry and outlines the 4 scenarios for its future evolution.
The next 5 years will hold more change for the advertising industry than the previous 50 did.
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts … the report is titled, The end of advertising as we know it.”
Imagine an advertising world where ... spending on interactive, one-to-one advertising formats surpasses traditional, one-to-many advertising vehicles, and a significant share of ad space is sold through auctions and exchanges. Advertisers know who viewed and acted on an ad, and pay based on real impact rather than estimated “impressions.” Consumers self-select which ads they watch and share preferred ads with peers. User-generated advertising is as prevalent (and appealing) as agency-created spots.
Based on IBM global surveys there are four change drivers shifting control within the ad industry:
Attention — Consumers are increasingly in control of how they view, interact with and filter advertising in a multichannel world.
Creativity — Thanks to technology, the rising popularity of user-generated and peer-delivered content, and new ad revenue-sharing models (e.g., YouTube, Crackle, Current TV), amateurs and semi- professionals are now creating lower-cost advertising content.
Measurement — Advertisers are demanding more individual-specific and involvement- based measurements, putting pressure on the traditional mass-market model.
Advertising inventories — Will be bought and sold through efficient exchanges, bypassing traditional intermediaries.
There is no question that the future of advertising will look radically different from its past. The push for control of attention, creativity, measurements and inventory will reshape the advertising value chain and shift the balance of power.
Keep in mind … this change will also will also impact ad agency new business practices.
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to shifting consumer behaviors and new technologies. Consumers are gaining more control over their media consumption and attention is fragmenting across many devices. This is driving changes in how advertising is created, targeted, and measured. Four potential scenarios for 2012 are described based on how open advertising platforms and supply will be and how much control and choice consumers will have. [END SUMMARY]
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to evolving consumer behaviors and technologies. The document discusses 4 key drivers of change - attention, creativity, measurement, and advertising inventories. It then presents 4 potential scenarios for the future of advertising and emphasizes the need for incumbent players like broadcasters and ad agencies to innovate their business models, offerings, and data capabilities to succeed in this changing landscape.
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to shifting consumer behaviors and new technologies. Consumers are gaining more control over their media consumption and attention is fragmenting across many devices. This is challenging traditional advertising models and shifting power to consumers. IBM envisions four potential scenarios for the advertising industry by 2012 depending on consumer participation in advertising and the openness of ad inventory platforms. Traditional players like broadcasters and ad agencies may need to innovate their business models and capabilities to adapt.
Porters Five forces for Advertising and Branding IndustryPradeep Loganathan
This document provides an overview of the advertising industry in India and compares advertising campaigns created by two different agencies, DDB Mudra and Ogilvy, for their clients McDonald's and KFC respectively. It outlines key details of the two campaigns, McSpicy for McDonald's and Fiery Grilled Chicken for KFC, and analyzes their performance and effectiveness. The Ogilvy campaign for KFC's Fiery Grilled Chicken was found to be more successful overall through continuous customer engagement across multiple marketing channels compared to DDB Mudra's one-dimensional McDonald's McSpicy campaign.
It can be said that media and entertainment companies are primarily focused on creativity, not security. But as with every other enterprise, creative companies are under attack by increasingly sophisticated criminal organizations that are constantly on the prowl to find and exploit vulnerabilities in any organization’s security posture.
The presentation shows a brief description of the Humancredit concept with B2B focus:
EXTRACT:
Humancredit is an non-profit digital-marketing platfom where:
WEB USERS GET EMPOWERED TO WIN THEIR DIGITAL SELF-DETERMINATION BACK:
- they control their communication channel to the web industry,
- they get only relevant advertisement,
- they do good - just browsing the web as usual.
BRANDS, ADVERTISERS & PUBLISHERS WIN A CHANNEL FOR ENGAGED CONSUMER DIALOGUE:
- they receive (anonymous) access to premium audience collections - based on voluntarily shred user data,
- they receive a feedback channel to engaged consumers - interested in talking to them,
- they receive a „BLUE POINT for socially engaged advertisement“ on their ads, because 90% of the money, they pay for the services of Humancredit does for "good causes“ chosen by the users (as individuals or as a part of a community).
NGOs and HUMANITARIAN PROJECTS WIN A NEW SOURCE OF ENGAGEMENT:
- they receive help from people, who donate with their online activity, time, feedback & expertise,
- they receive help from new communities - sharing same ideas
- they benefit from a new feedback platform also for their own activities.
Our dream:
ENGAGED HUMAN 2 BUSINESS COMMUNICATION
ADDED VALUE THROUGH COLLABORATION
VOLUNTARILY SHARED USER DATA TURNS INTO A SOCIAL CURRENCY
Status:
Developing MVP (Launch 30.01.2015)
Application for a BMBF research project "PriVaSI – Private Data in Value-Co-Creating Service In-novationton" together with SAP, University Bayreuth, Karlsruher Institute of Technology.
Testing SAP HANA
Preparing our PILOT-2015
Looking for investment / sponsoring / partners
Digital Out-Of-Home (DOOH) is currently the third fastest growing advertising medium in the world. The US DOOH market place has grown rapidly and almost in spite of itself. There are approximately 1.7 million screens in the US growing about 10% per year. These screens are owned and operated by over 200 different operators. Currently if a brand wants to advertise it takes several weeks to several months just to plan the campaign, flying around to each individual operator etc. Similarly to what Google Adwords did for internet advertising, rVue (RVUE) is trying to do for DOOH advertising. rVue’s ad buying software platform connects over 740,000 screens from 180 network operators, and a brand can plan and deploy a campaign in minutes (not months). Over the last couple of years rVue has had its issues monetizing this potentially game changing platform. Last fall, Michael Mullarkey took over as CEO while rVue’s largest shareholder provided a $1.2 million cash infusion. We are hopeful that under Michael’s leadership rVue will become a successful turnaround story in 2013. Listen to CEO Michael Mullarkey as he tells the story.
This document discusses emerging channels in programmatic advertising and how to evaluate them. It begins with an overview of the evolution of programmatic advertising over time. Emerging channels are defined as traditional media executions like TV, audio, and digital out of home that can now be bought programmatically. The document then presents a framework for evaluating emerging channels that involves researching the channel, executing test campaigns, analyzing results, and commercializing successful channels. It provides examples and analysis of programmatic TV, audio, and digital out of home as three of the most exciting emerging channels in Australia. The challenges and benefits of each channel are also discussed.
The Treasure is in the Data - How Three International Brands Found Marketing Gold.
Alice Donaldson from Exponential, presented this deck at iMedia Brand Summits, Asia. #imbsummit
Similar to Telos Media Works caa out of home media forum-Hainan China 赢在户外 庞志毅 (20)
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Telos Media Works caa out of home media forum-Hainan China 赢在户外 庞志毅
1. Winning with Out-of-Home MediaWinning with Out-of-Home Media
在 外赢 户在 外赢 户
J. Alfonso A. de Dios 志毅庞
2013 年 4 月 13 日,博鳌
2. Our challengeOur challenge 我 的挑们 战我 的挑们 战
How do we make Out-of-Home media relevant?
如何 外媒体与品牌息息相 ?让户 关
•Increased consumer mobility and growth of digital media make receptivity
more elusive and connection difficult for OOH media
•消 者日益增 的移 性和数字媒体的 速成 ,使得 外媒体越费 长 动 飞 长 传统户
来越 以捕捉到消 者难 费
•Can OOH media be effective in winning and converting consumer share-of-
mind in building brand business?
• 外媒体如何有效 得消 者、提升 率并拉升品牌 量?户 赢 费 转换 销
4. OOH Media:OOH Media:
Limited in definition and scopeLimited in definition and scope
by global marketing research standardsby global marketing research standards
界 研 外媒体的定 亟待 展业 调 对户 义 扩界 研 外媒体的定 亟待 展业 调 对户 义 扩
“…out-of-home media is defined as any display on a permanent panel
displayed outside the home, but not on panels providing full motion video. It is
accepted that this definition excludes new developments in digital display, but
this is a fast changing area and has been left for a future revision of the
guidelines. Nevertheless it is accepted that many of the principles outlined in
this document will apply to this form of the medium.”
“ 户外媒体被定义为室外固定位置的展示类媒体形式,并未包括全动态
视频。这一定义排除了新的数字媒体展示形式,不过这一定义方式亟待
”与时俱进。越来越多的新型广告形式将成为户外媒体的一部分。
-ESOMAR (includes WFA) Global Guidelines, OOH Audience Measurement v 1.0
- 外受 研国 准户 众测评调 际标 1.0
5. OOH Media:OOH Media:
Research is improving but still focusedResearch is improving but still focused
on audience measurement, limited formatson audience measurement, limited formats
外 研和 估体系日 富但仍欠完善户 调 评 渐丰外 研和 估体系日 富但仍欠完善户 调 评 渐丰
•Evolution from behavior/habits diaries to eye-tracking to GPS
enabled audience measurement
•调研方式日新月异,从行为日记到眼球追踪到 GPS 跟踪技
术
•Ability to measure media planning currencies: Impressions,
GRPs, Reach/Frequency, Contacts
•测评范围日渐完善:触及人次, GRP ,到达率,到达频次
等
6. But, the consumer is changing…But, the consumer is changing…
而客 的消 者在不断 化户 费 变而客 的消 者在不断 化户 费 变
7. Consumers spending more time withConsumers spending more time with
digital media vs. traditional mediadigital media vs. traditional media
相比 媒体,消 者接触数字媒体的 在 加传统 费 时长 增相比 媒体,消 者接触数字媒体的 在 加传统 费 时长 增
8. • Globally digital including social media and mobile internet usage now accounts for 57% of
daily media time. Consumers now spend an average of 10.7 hours/day with all forms of
media and 5.6 hours of that on digital
• 全球来看,消 者使用社会化媒体及移 媒体的 占所有媒体的费 动 时间 57% ,平均每天
达 5.6 小时
• In China, where total online time, which includes PC, tablet and mobile takes up 6.1
hours/day
• 在中国,互 媒体(动 PC , Pad 及手机)的消费时间达 6.1 小 /天时
• TV, radio and newspapers still account for the majority of media time in mature internet
markets such as the Netherlands, Germany, the UK and US
• 即使在网 国家, 、 台及 仍占媒体主 地位络发达 电视 电 报纸 导
Source: Digital 2013: A Global Analysis of How Consumers Spend Their Media Time is based on more than 32,000 internet
users from 31 countries, with surveys answered in the final quarter of 2012
Consumers spending more time withConsumers spending more time with
digital media vs. traditional mediadigital media vs. traditional media
相比 媒体,消 者接触数字媒体的 在 加传统 费 时长 增相比 媒体,消 者接触数字媒体的 在 加传统 费 时长 增
9. Consumers spending more time withConsumers spending more time with
digital media vs. traditional mediadigital media vs. traditional media
相比 媒体,消 者接触数字媒体的 在 加传统 费 时长 增相比 媒体,消 者接触数字媒体的 在 加传统 费 时长 增
互 网联
台电
交通工具
电视
类视频
外活户 动
平面
室外屏幕
10. Consumers spending more time withConsumers spending more time with
digital media vs. traditional mediadigital media vs. traditional media
不同 城市消 者接触数字媒体的 一致级别 费 趋势不同 城市消 者接触数字媒体的 一致级别 费 趋势
11. TodayToday’’s Consumer definess Consumer defines Out-of Home Media:Out-of Home Media:
今天的消 者如此定 外媒体:费 义户今天的消 者如此定 外媒体:费 义户
““ Any media channel outside my home,Any media channel outside my home,
in my terms, when and where I am receptive.in my terms, when and where I am receptive.””
我愿意接受信息的任何 外渠道!户我愿意接受信息的任何 外渠道!户
12. The evolving Chinese consumer requiresThe evolving Chinese consumer requires
a paradigm shift for OOH Mediaa paradigm shift for OOH Media
速 展的中国消 境亟需飞 发 费环速 展的中国消 境亟需飞 发 费环
外媒体的模式 新户 创外媒体的模式 新户 创
13. Traditional thinking, approachesTraditional thinking, approaches
and applications for OOH Mediaand applications for OOH Media
may no longer be truly effectivemay no longer be truly effective
外媒体的 思路、 作和 用方式户 传统 运 应外媒体的 思路、 作和 用方式户 传统 运 应
在新 境下未必有效环在新 境下未必有效环
14. Success Principles:Success Principles:
Making OOH Media relevantMaking OOH Media relevant
成功准 :提高 外媒体的 度则 户 关联成功准 :提高 外媒体的 度则 户 关联
1.COLLABORATE with key stakeholders, ecosystem partners
合作:与媒介生 系 各合作 伴携手态 统 伙
2.INTEGRATE OOH Media as part of a holistic
communications solution
整合:将 外媒体作 品牌整合 的一户 为 营销 环
3.ENGAGE the consumer as part of your OOH offering
激励: 消 者参与 外媒体的互让 费 户 动
17. • A digital network of customized exclusive original content – news,
entertainment features, films, music videos/albums, TV shows, shopping
opportunities - in its own platform to speak directly to customers in an
environment uncluttered by other media
• 店网 播放独家原 内容,如新 、 、影 、音 、 等,在门 络 创 闻 娱乐 视 乐 导购
的媒体 境中脱 而出纷杂 环 颖
• McDonalds becomes its own studio and network, creating advertising and
sales revenue opportunities for content companies and other brands
• 麦当 以自身 源 目商和广告主 造出广告劳 资 为节 创 / 售平台销
• Developed by Channel Port LLC and and in collaboration with multiple
content companies
• Port LLC 台 同多家内容制作商携手打造电视 联
19. • Needed to convince P&G Brand Managers to advertise in FOCUS Media’s
elevator screens
• 背景 向宝洁品牌 理 分 媒的影响力为 经 传递 众传
• We developed a “test-and-sell” collaboration with FOCUS and TaDaa!
Media
• 合分 与联 众 TaDaa 打造“超 ”版级测试
• Created “made-for-elevator screen” content, in a teaser format with a call
to action to test consumer reach and response
• 梯内 立特色内容, 有号召性和互 力量针对电 创 带 动
20.
21. • Within a 2-week test period, received several key inquiries from
top/middle P&G management
• 上线 2 周内,引起宝洁多位高管 注和关 询问
• Engaged “captive” in-elevator audience and created WOM
• 在“无可逃避的” 梯 境内 造口碑电 环 营 营销
• P&G Management approved use of FOCUS Media elevator screens as part
of media plan and used TaDaa! Media for content creation projects
• 宝洁随后引 了分 及进 众 TaDaa 作 媒体合作 伴为 伙
22. Key TakeawaysKey Takeaways 收获收获
• Having an entrepreneurial-innovation mindset
enables you to create or search-and-reapply
opportunities
• 保持 新意 可借 和 掘新的合作机会创 识 鉴 挖
• Collaboration builds better ideas and creates winning
opportunities
• 保持 新意 可借 和 掘新的合作机会创 识 鉴 挖
26. Transit TVTransit TV 车载电视车载电视
•Traditional TV becoming increasingly fragmented and losing
viewership due to change of audience and behaviors
• 正面 碎片化和收 流失的挑传统电视 临观众 视 战
•Outdoor activities are increasing, creating outdoor media expansion
opportunities
• 外接触机会增多, 外媒体 源 造机会点户 为优势户 资 创
o 330 million working women in China, 46.7% of the working population
3.3 工作女性亿
o Consumers spending more time in transit 花在交通工具上的 与日俱时间
增
•Our vision was for a TV spot plan to include all types of screens:
27. Our Approach for Transit TV:Our Approach for Transit TV:
Convert Transit Impressions to GRPs/R&FConvert Transit Impressions to GRPs/R&F
以科学的方法将触及人次转换为以科学的方法将触及人次转换为 GRP/GRP/ 到 率达到 率达 // 到达到达
次频次频
•Identified a diminishing Reach point where the efficiency decreases while the
GRPs increases: 53%, 4+ at 700 GRPs 找到最佳投放力度: 700GRPs ,
4+ 到 率达 53%
•Shift the equivalent GRPs budget to Transit TV and buy 22,000 Transit TV
screens (in Beijing), 50% of the bus TV market share 化部分优 电视 GRP 去
(北京 点)车载电视 试
Moving TV Only (4 weeks)
Number of
Screen
No.of spot per
day
Effective
Average
viewers
Daily
impression
No.of days
Total
Impression
effective
CPM
22,000 15 0.8 264,000 28 7,392,000 50
Tradit ional TV Only
POP
('000)
GRPs
Total
Impression
CPM
4,155 700 29,085,000 100
Tradit ional TV+ moving TV
POP
('000)
GRPs
Total
Impression
CPM
4,155 878 36,477,000 89
28. Integrated TV Reach/FrequencyIntegrated TV Reach/Frequency
到达率及到达频次实现优化到达率及到达频次实现优化
• Original 5 + TV reach @700grps: 47 原定传统电视 700GRP 对应 5 +到达率为
47%
• 4 weeks campaign in Transit TV, additional reach at 878grps 4 周组合投放实现
878GRP
• 61% duplication of additional reach: 6*61%*50% (reach discount factor) = 1.8
• Additional reach of moving TV: 3*50% (reach discount factor) = 1.5
29. Improve GRPs and Reach by buyingImprove GRPs and Reach by buying
Traditional + Transit TVTraditional + Transit TV
传统电视与车载电视的组合优化了投放效果传统电视与车载电视的组合优化了投放效果
•By integrating Transit TV with Traditional TV,
we generated added value and delivered cost savings
• 造 外媒体价 ,并可 化投放成本创 额 值 优
GRPs Impression 5+reach% CPM Cost/Reach
Traditional TV 800 33,240,000 47 100 100
Traditional + Moving TV 878 36,477,000 50.3 89 92
Saving/add vaule 10% 10% 7% 11% 8%
31. The need forThe need for Multimedia MeasurementMultimedia Measurement
跨媒体 的重要性测评跨媒体 的重要性测评
• More than 10 different media types used by P&G:
• 宝洁品牌投放的媒体形式超过 10 种
TV, Focus TV, Newspapers, Magazines, Cinema, Internet, Mobile, Bus body,
Bus Shelter, Metro, Posters, On ground, Sponsorships
• We have TV audience ratings/GRPs, Reach and Frequency
but other media do not get measured
• 电视媒体有收视率 /GRP ,到达率 / 到达频次而其他媒体没
有同类数据
• Most of our media evaluation systems are TV-based
• 当时的媒介评估系统基于电视媒体
32. • A multi-media multi-database system that enables
creation of holistic, integrated communication solutions
• 跨媒体,跨数据源, 整合 播一体化实现 传
• A multi-media planning suite that enables these
strategies to be implemented - to maximise consumer
reach and response
• 通 多媒体整合 高效触及消 者过 规划实现 费
• An evaluation mechanism that can prove the impact of
the multi-media strategies on sales for internal and
external brands
• 体系化 估跨媒体策略 品牌 售的拉评 对 销 动
33. Multi-basing MethodologyMulti-basing Methodology 多元 体系测评多元 体系测评
Communication goals and
Competitive Response
Modeling 传播目标及竞争
架构
TV Audience
Measurement
(TV Ratings)
收视调查
Budget/ROI Metrics
预算/投资回报
METT: TV Effectiveness
Measurement Data
广告有效性追踪数据
Brand and consumer info
品牌/消费者资讯
34. What ECONOMISER can doWhat ECONOMISER can do 用解析运用解析运
1. Multi-media Planning and Measurement: 93.4% of ‘beauty-
involved’ women can be reached by an Olay multi-media plan
跨媒体整合 及 估:触及规划 评 93.4% 玉 油品牌指定受兰
众
Channel Audience (%) OTS GRPs Reach
TV 83.4% 3.8 317 66.34%
Magazines 28.3% 4.0 113 18.70%
Other Media
(POP/SMS)
9.4% 2.3 22 6.40%
Radio 11.5% 6.7 77 3.87%
On-line/Podcasting 15.8% 4.6 72 2.68%
35. 2. Competitive Response Modeling: Unilever’s Clear Shampoo
Shanghai launch
品反 分析:清 洗 水上市 解竞 应 扬 发 计划 读
+35% Non-TV Media deliveries
What ECONOMISER can doWhat ECONOMISER can do 用解析运用解析运
36. 3. Media ROI scenario planning: Shanghai 媒体投 回 模资 报 拟
:上海 ↑0% ↑30% with fixed budget
Reach
(1+)
Reach
(3+)
Cost
(US$)M
Reach
(1+)
Reach
(3+)
Cost (US$)M
Multi-
Media
98.9 76.5 507 99 79 503
T V 79.88 137 73.1 151
OOH 76.7 139 76.7 96
Print 77.9 231 80.7 256
Digital TBC TBC TBC TBC
Total 98.9 76.5 507 99 79 503
↑0% ↑75% with fixed budget
Reach
(1+)
Reach
(3+)
Cost
(US$)M
Reach
(1+)
Reach
(3+)
Cost
(US$)M
Multi-
Media
98.9 76.5 507 99 82.5 509
T V 79.88 137 54.8 114
OOH 76.7 139 93.0 177
Print 77.9 231 96.0 218
Digital TBC TBC TBC TBC
Total 98.9 76.5 507 99 82.5 509
What ECONOMISER can doWhat ECONOMISER can do 用解析运用解析运
37. Key TakeawaysKey Takeaways 收获收获
• Explore and demonstrate how you can combine OOH
Media with established media planning and buying
models
• 探索可行性方法,把 外媒体量化 估融入积极 户 评
界 可的媒介策 和 体系业 认 划 购买
• Leverage the value of data and metrics to
demonstrate relevance of OOH Media in your client’s
communications plans
• 以相 性数据分析展示 外媒体在 播 整体关 户 传 计划
架 中能 客 来的价构 给 户带 值
39. Next Generation In-store Marketer:
Engaging the consumer via in-store and digital media
新一代店内推广 :设备
以店内数字化媒体 消 者带动 费
40. P&GP&G’’s Next generation In-store Marketers Next generation In-store Marketer
宝洁:新一代店内推广设备宝洁:新一代店内推广设备
• For P&G, in-store is the “first moment of truth,” when
majority of purchase decisions are made
• 店内是触及消 者的“第一 刻”,是大部分消 者决定费 时 费 购
的 刻买 时
• Need to strengthen effectiveness of P&G’s in-store
promotions/sales team since 78% of shoppers prefer self-
service by accessing digital content*
• 于鉴 78% 的店内消 者 向于自行挑 或借助自助费 倾 选 设备
,如何提高店内推广的效果?
41. • P&G and its mobile agency, Mobext, empowered in-store army
through technology
• 宝洁及其互 伴动营销伙 Mobext 利用科技 强化了店内促设备 销员
• Deployed tablets and multi-media applications that enhanced the
quality and quantity of consumer engagement
• 借助手持 Pad 及多媒体 用改 了消 者互 方式应 变 费 动
• The tablet app is a comprehensive reference for P&G’s portfolio of
home and healthcare brands, which in-store marketers can use as a
guide to show product benefits, prices, and differentiation
• 手持 Pad 用集合了宝洁旗下多个品牌的 品利益和解决方案应 产
• creating apps that would customize product recommendation per
shopper: the Pantene Hair Health Check App identifies shoppers’
level of hair damage and recommends which particular Pantene
products will address their problems
• 潘 “ 健康 ” 用 消 者做 并提供个性化婷 头发 检测 应 实现为 费 发质检测
理建头发护 议
P&GP&G’’s Next generation In-store Marketers Next generation In-store Marketer
宝洁:新一代店内推广设备宝洁:新一代店内推广设备
42.
43. • The tablet campaign was the largest 1:1, direct-to-consumer, in-store marketing
program in the Philippines; more than 780,000 shoppers reached/month
• 手持 用成 菲律 最大的一 一店内互 装置应 为 宾 对 动
• Recorded a 32% increase in P&G basket size
• 宝洁旗下品牌 造为 创 32% 成业绩 长
• Centerpiece for P&G’s in-store communications: 成 店内的 播中心为 传
o Database building 数据库
o Social Network 社交网络
o Augmented Reality 增强现实
o E-couponing 电子优惠券
P&GP&G’’s Next generation In-store Marketers Next generation In-store Marketer
宝洁:新一代店内推广设备宝洁:新一代店内推广设备
44. Key TakeawaysKey Takeaways 收获收获
• Understand and leverage consumer needs and
behaviors to create business opportunities
• 基于消 者需求和行 特征 拓 机会费 为 开 业务
• Combining multiple, consumer-relevant OOH media
platforms creates a more powerful offering
• 整合与消 者相 的多 外媒体平台 一站费 关 种户 实现
式服务
45. In SummaryIn Summary 小结小结
•Consumer and landscape changes require a paradigm shift in
how we facilitate relationships between brands and consumers
•消 者和 境的 化 媒体提出新要求:在 建品牌与消费 环 变 对 构 费
者 系 需要革新意关 时 识
•Out-of-Home Media needs to be relevant to the consumer, in
order to win with the brands. This means changing the
standards.
• 外媒体亟需 化与消 者的 度,才能 得品牌客 的户 优 费 关联 赢 户
信任。我 的 准需要革新。们 标
46. 1.Collaborate. Build an ecosystem of stakeholder partners.
合作。与合作 伴共建媒介生 系 。伙 态 统
2.Integrate. In this age, no media stands alone. All media converges in the life
of a consumer.
整合。今天,每个媒体都不是孤立的。每个媒体都可在消 者费
的生活 迹中扮演 角色。轨 积极
•Engage. By satisfying a consumer need, you will be able to become relevant
to her/him, which makes you a true brand-business partner.
激励。媒体如能在某个 面服 消 者,就可拉近与消层 务 费
费
者的距离,从而成 客 品牌拉升生意的可信度。为 户
In SummaryIn Summary 小结小结
47. Thank YouThank You !谢谢!谢谢
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http://telosmediaworks.com/