Sunday, October 05, 2014

What the Music Industry Could Learn From Digital Marketing

"Deeper insight into user behavior is crucial for an industry that bears the brunt of every new disruptive technology."

This is a pretty interesting read that compares the tools used, data captured, and technology leveraged by digital marketers versus music industry professionals. The premise is that artists, and those managing their businesses, would benefit immensely from being able to gain insights about their fans and listeners in general- the kind of data much more readily captured online and through mobile marketing tactics such as real-time consumer behavior, demographic information, etc. The author also highlights the importance of having a relationship with your customers- a concept we've all heard before when talking about marketing, but less so when talking about the music business.

Article below:

According to Nielsen SoundScan’s latest report, more than 70% of the music consumed in the first six months of 2014 in the U.S. was either downloaded or streamed — and streaming services are the only part of the recorded music business that's growing. Digital's influence on the music industry has driven consumption and provided immense opportunity for new business, from newer entrants, like Spotify and Pandora, to moves from veteran players, likeAppleGoogle and Amazon. But these competing services have paved the way for a highly fragmented landscape, and it’s become a maze for artists and labels to understand — and capitalize on — fan behavior.
Like the music industry, brands wrestle with a disjointed digital ecosystem made up of social networks, ad networks and search bars. Consumers have the potential to get lost in the mix for marketers. Fortunately, standardized tracking tools now exist that enable marketers to understand how consumers behave across platforms and devices with increasing accuracy. But, music is a breed of its own — cookie-like tracking tools simply don't exist yet. Artists don’t know their true reach and can't discover comprehensive insights into their listeners, as fans travel from one platform to the next.
Below, we take a look at the modern marketing handbook and see how it works — or doesn't — in music.
Marketing technology. Deeper insight into user behavior is crucial for an industry that bears the brunt of every new disruptive technology. Not too long ago, “Are streams cannibalizing downloads?” was an unanswered question. Traditional marketers implement sophisticated tools to support marketing initiatives at every stage of the funnel. They qualify leads, nurture prospects and maintain relationships with existing customers. There are even solutions to map offline behavior and online activity courtesy of new technology like iBeacon and anonymous data syncing. However, labels and artists struggle to map the lifecycle of a fan, determine when a listener first heard a song, who the listener even is, and how to nurture the artist relationship and create a fan for life.
Real-time reporting. Radio is a black hole. Activity on Pandora comprises a huge and growing percentage of listening in the United States, the world’s biggest music market. However, like offline radio, there’s no real-time or detailed tracking of that music consumption. Services like Pandora operate under a statutory license from the U.S. government, and they are only required to provide the number of plays of a certain track on a monthly basis 45 days after the month ends, with no demographic information about the listeners. In contrast, digital marketers are optimizing marketing initiatives, like paid media and site optimization, in real time thanks to mounds of data. Imagine the benefits for artists (and fans, by way of more personalized experiences) to understand who’s listening to what music across which platforms.
Building relationships on social. Marketing’s key theme also applies to the music industry — success is all about having a relationship with the consumer (in this case, the listener). As Taylor Swift pointed out in her recent Wall Street Journal op-ed, artists are starting to get record deals because they have fans (not the other way around). With social platforms like Instagram and Twitter, musicians can take ownership of their relationship with fans and directly learn about their likes, dislikes, favorite songs and and interests. However, artists and labels face the same problems that traditional marketers face with social marketing — what ROI does a like or a follow yield? How many unique fans do I have between my Facebook friends and Twitter followers? The rules of the game can change, and it’s increasingly a pay-to-play dynamic. Exposure and engagement come with a price — just ask the 2015 Super Bowl performers.
Now, more than ever, the missing links that’ll ultimately power the business of the music industry will fall into place with innovation. Every individual stars in their own movie complete with the soundtrack to their life. By leveraging the innovation seen in digital marketing, artists can understand in which scenes their music is featured. (Securing the sync rights for the movie is another story.)
Source: http://mashable.com/2014/09/19/marketing-digital-music/

Domino's new voice-ordering solution: Dom

Domino's new voice-ordering solution: Dom

 
In the article "Forget Siri, Domino's Wants You to Meet Dom" ,Maureen Morrison empathize the novelty of Domino's voice-ordering app: Dom. Domino's is the first player in the restaurant industry that offers the  voice-ordering capability in an app. This moves reinforces Domino's commitment to technology, in the past the company has also unveiled a pizza tracker that allowed online customers to track the progress of their pizza from when it goes to the oven to when it's on its way for delivery.
 
Besides functionality, Domino's hope consumers to find Dom funny and easy to use. According to a Domino's statement, "Dom is available for a variety of personalized ordering needs – which include taking an order for carryout or delivery, handling saved Easy Orders, suggesting additions to a meal and finding coupons for the best deals. Whatever the ordering need, he is available and ready."
 
As mobile becomes the key channel for marketers, I consider Domino's strategy highly accurate to engage their customers while offering services with additional value. The highest challenge after launching Dom's app, would be maintaining the constant use of it and providing updates to increase its relevance over time.
 
 
Source: Morrison, M (2014, October 5). Forget Siri, Domino's Wants You to Meet Dom. Ad age
 
 

Rocket Fuel targets cross-device optimization

Between home computers, work computers, smart phones and tablets the average person uses more than one device. This poses a challenge to digital advertisers who are not able to track one person across multiple devices at the moment.

People's shopping behaviors vary depending on whether they are on a mobile device versus a computer. Without a complete consumer profile, digital advertisers are leaving money on the table. According to Rocket Fuel's Mark Alan Prior, the ability to connect a user across multiple platforms and optimize based on this connection could result in a 38% increase in conversion probability.

Rocket Fuel, one of the largest digital ad agencies in the virtual sector, made a bet on the rapid rise of mobile advertising when desktop was the only game in town. Currently 31% of its revenues come from mobile campaigns. The company is positioning itself to be a leader in the next frontier of digital advertising - cross-device optimization. If successful, Rocket Fuel will have solved one of the last big issues in the digital marketing universe.

Source: http://venturebeat.com/2014/10/04/digital-ad-giant-rocket-fuel-helps-brands-track-user-behavior-across-multiple-devices/

Mondelez and Google

Mondelez struck a deal with Google which will include content pilots on YouTube.  Much of the deal will be focused on low cost video marketing.

I'm not sure if this will work.  What will it mean? Will Mondelez simply create additional ads that will pop up when I am trying to watch a YouTube cat video?  Will they make clips that are not necessarily advertising focused but feature Mondelez products?

Mondelez has been pretty innovative and successful thus far with some of their social media campaigns.  One campaign in particular that worked very well was the Oreo Daily Twist campaign, in which they created content based on daily news items.  This was a really successful strategy; however, I wonder how much these types of campaigns matter for Mondelez products as many of them are quite established and it would take a great deal of additional consumption to move the needle.  While cool content is fun and intriguing, what is the end goal?  It seems like it should be additional sales.  I do not know how this deal with Google will necessarily sell more Mondelez products.

Source: AdAge

Mondelez Makes Video Ad Deal with Google

Mondelez International has struck an online video advertising deal with Google. As part of the arrangement, Mondelez and Google will partner on content pilots through Youtube's brand partner program. Mondelez is evaluating the platform for use across its brands, but initially will focus on the Sour Patch Kids brand. The company said that the deal is part of its goal to dedicate 10% of its 2014 ad budget to online video. 

The company has already stated that it plans to grow its North American mobile and digital ad spending to more than half of its budget by 2016. In line with this initiative, earlier in 2014, the company announced a strategic partnership with Facebook that was a "joint commitment to innovation, opportunities to opt into Facebook's beta-testing programs, access to research and capability-building through immersion days in priority markets". These two initiatives demonstrate how traditional CPG companies can reach consumers in new ways as the digital and mobile advertising landscape evolves. 

Saturday, October 04, 2014

U2 Had No Idea Who Its Actual "FANS" Were - And Now I Know Why?

I love the way this Mashable article takes on trends Music consumption we have all read a lot about and digs deeper into the complications for producers, consumers, and digital advertisers.

New entrants and consumers shifting from downloads to streaming radio have made determining the "advertising funnel" and "life cycle of a  fan" much more complicated. Surprisingly, our ability to track consumer behavior as it relates to streaming music seem to trail the mounds of data we have about consumer behavior elsewhere on the web. I think I may now understand how U2 so miscalculated who might actually would find it "cool" to have their album automatically available on their phone for free.

I know that this "streaming radio black hole" won't exist for very long and I am intrigued and excited to see what comes next in terms of opportunities for better marketing in music. Music is one area where I think people crave customized recommendations and perhaps are willing to try something they haven't encountered before or done a ton of "prior research" -which is really ideal for digital marketing optimization. Hopefully our ability to better track consumer behavior comes up to speed quickly!

http://mashable.com/2014/09/19/marketing-digital-music/


Celebgate - is suing Google the right move?



In the continuing celebrity nude photo scandal (dubbed "Celebgate" by the press) involving Jennifer Lawrence, Kate Upton, and Ariana Grande among others…

Earlier this week, celebrity lawyer Martin Singer threatened to sue Google for $100 million in damages on behalf of his clients, which he says represent more than a dozen of the women targeted in the hack. The indictment claims that Google did not “act expeditiously and responsibly to remove” images stolen in the attack on celebrity iCloud accounts.

But if the hack occurred due to holes in Apple’s own security structure, why sue Google instead of Apple

In the days following the hack, Apple quickly instituted a “fix” to its password protection system. It is believed that the iCloud was able to be broken into by hackers running programs that can test thousands of passwords each minute. This kind of attack can be hindered by limiting the number of times a user can try to log in. 

Increased volume on its site from users trying to find sites posting the nude photos certainly helps Google's paid search and advertising revenue. But is Singer's claim that “Google is making millions and profiting from the victimization of women" going too far? 
 
Google told CNET that “We’ve removed tens of thousands of pictures –within hours of the requests being made – and we have closed hundreds of accounts. The Internet is used for many good things. Stealing people’s private photos is not one of them.”

Whether or not you believe Google should be penalized for the attack, the debate forces us to consider what we laypeople can do to protect our own cloud-based data (nude pictures or not). 

Some quick tips from CNET:

1. Enable 2-step verification.
2. Disable any services you don’t actually use.
3. Consider using fake answers to security questions.
4. Do the same thing for other web services.

A bit more about Airbnb lifestyle

A bit more about Airbnb lifestyle 

After our long and exhaustive discussion in class about Airbnb, I found this interesting article of Prerna Gupta, who lived exclusively in temporary housing she and her husband found on sites like Airbnb. 

Although our professor has some valid arguments regarding discrimination and peace disturbance of neighbors, Airbnb offers the chance to experience a life without possessions and fancy things, and interestingly (and I agree), she realized that they did not miss a single one of the possessions they had since they left. 

Sharing-economy-driven lifestyle forces you to let go of your possessions and seeing the new trends, it has a decent chance of becoming the dominant mode for younger generations.

Full article link below:
http://techcrunch.com/2014/10/03/airbnb-lifestyle-the-rise-of-the-hipster-nomad/?ncid=tcdaily

Friday, October 03, 2014

Will Facebook steal Google's share in Digital Ads?

On Monday, Facebook relaunched Atlas, an advertising system it bought last year from Microsoft Corp. and rebuilt to help marketers and agencies show better-targeted ads on websites other than Facebook. Atlas also helps marketers track how campaigns perform, particularly across multiple devices.
Atlas is aiming squarely at Google's DoubleClick, the dominant ad-serving, management and tracking tool for advertisers and agencies. Google will take 32% of the $120 billion global digital ad market this year, according to estimates from eMarketer. Facebook is second with an estimated 8% share this year, eMarketer says. But that lead was built at a time when most people surfed the Web, clicked on ads and bought stuff online using desktop computers.
Now more people are switching between desktop computers, smartphones and tablets, creating openings for others, like Facebook. The world-wide mobile ad market, where Facebook is gaining ground on Google, is projected to grow 92% this year to $36 billion. EMarketer projects that Facebook will grab 20% of this market this year, up from about 17% last year, while Google's share will slip to 45% from 46%.
Atlas is an "ad server," helping companies decide where to place ads online. An advertiser pays Atlas to show ads to a certain number of people within targeted demographic groups—such as college-educated women between the ages of 31 and 47. Atlas also strikes deals with website operators, who notify Atlas when there are spots for ads, known as "inventory." Atlas places ads in those spots and collects a fee from advertisers.
Facebook says Atlas is more accurate than Google's DoubleClick services because Facebook knows the real identities of users who are logged in to the social network as they tap the Internet on different devices. That means the performance of ads served through Atlas can be tracked better across the Internet, whether users are using smartphones, tablets or personal computers.
Facebook says it can better control how often users see an ad, regardless of the device. Advertisers now complain that some people see the same ad repeatedly, while others in the intended audience never see it.
Rob Griffin who is "global head of digital at Havas Media Group said that what Facebook is doing with Atlas is really killer. 
In contrast, DoubleClick doesn't use people's real identities from when they are logged into Google services such as Gmail and its own social network Google Plus. Instead, on the Web DoubleClick relies on third-party cookies, which are pieces of computer code that are dropped into users' Web browsers to collect anonymous data on their online activities.
But cookies generally can't follow a user from a laptop to a smartphone, making it hard for DoubleClick to tell whether the person who saw an ad on the laptop is the same person who clicked on the same ad later on the phone. Indeed, when users switch to mobile devices, DoubleClick uses other required tracking technology such as Apple's Identifier for Advertisers, or IDFA, and a similar one for Android devices to track ads. It has no way of linking Web cookies with these mobile identification tools but is working on ways fix that. 
Facebook's Atlas service also uses cookies, but it also has a user's real identity.
The arrival of Atlas is good news for advertisers and ad agencies because they have been worried for years about Google's growing dominance of online advertising, according to Matt Ackley, chief marketing officer at digital ad company Marin Software. But whether Atlas is capable of stealing the large share from Google we will know soon.
Source: http://online.wsj.com/articles/facebook-aims-to-shrink-googles-lead-in-digital-ads-1412182918

Calling all Adam Sandler Fans!

Are you an Adam Sandler fan? If you answered "yes" to that question - you're in major luck. Netflix, the world's largest subscription video service, recently announced that they would be producing four (that's right: FOUR) movies with comic actor Adam Sandler, in an effort to further expand into exclusive feature films. Happy Madison Productions, Adam's production company, will join forces with Netflix to develop the movies. Currently, Netflix operates in close to 50 countries, and the movies will premiere only to their customers. 

According to AdAge and Bloomberg News, Netflix endeavors to add motion pictures to its lineup, which includes "first-run series, newer and vintage movies and TV programs, as well as documentaries and shows for kids." Netflix also recently announced a collaboration with Weinstein and Co. to produce a sequel to "Crouching Tiger, Hidden Dragon." Theater owners nationwide are protesting Netflix's plan to release the feature film on IMAX screens on the same day that the film becomes available for online streaming. This, however, won't be a problem for the Adam Sandler movies, which will not be released in movie theaters. 

This move by Netflix to partner with Happy Madison Productions is most likely a very, very smart move. Sandler's movies do extremely well at the box office, and Netflix has said that his movies are among the most viewed by subscribers--not only in the United States but also worldwide. 

Netflix has found tremendous success in original content, including Orange is the New Black and House of Cards, so this move to feature films is perhaps not so surprising. Netflix is slow to release data on how many people watch their original content, so this takes some of the pressure off of Sandler. It will be exciting to see how this partnership will affect Netflix, Adam Sandler, and the entire streaming landscape. 


SOURCE: http://adage.com/article/media/netflix-making-movies-comic-adam-sandler/295260/

Thursday, October 02, 2014

Spotify Launches New Ad Formats for Free Users

This summer I worked for Spotify in B2B marketing. During my summer, I learned about Spotify's unique ad platform. Spotify does not currently leverage ad networks to sell their ads but rather relies on an in-house sales team. This is primarily because Spotify believes their ads have a unique value proposition.

All Spotify ads deliver brands "100%". This means that all of the ads are:

  • 100% Viewable- no ad falls below the fold or are displayed where they can't be seen
  • 100% Share of Voice- a brand's ads are never shown next to another brand's, ensuring the message is clear and not confused
  • 100% Premium- ads are only displayed when the user is engaged with the platform (either selecting or finding a new song)

  • This is different from most ad products which don't provide brands with a "100%" experience. Most other display or audio ads are shown when the user is not engaged and messaging can be muddled among other advertisements. Examples of these ads are:

    • When Pandora plays an ad after you have let a playlist run for 20-30 mins and you are in the next room or not even listening anymore
    • When your ad is displayed on the page below the fold, it is counted as an impression but you don't know if the user ever saw it
    • When your ad is shown on the page next to an ad for another brand (see below example)




    With "100%" ad products, Spotify enables brands to create more meaningful connections with users and hopefully see increased engagement.

    Additionally, Spotify recently announced the launch of two video ad products which will allow brands to reach free Spotify users. Video Takeover on desktop and Sponsored Sessions on mobile expand Spotify's ad product offerings beyond audio and basic display ads. Video Takeover will take over the Spotify desktop player and prevent a user from listening to additional music or making a song selection until the video ends. Sponsored Sessions will allow users to opt-into the 15 or 30 second video ad with the opportunity to get 30 minutes of ad free listening for viewing the video. Brands can even target and tailor their ads based on the user's daily engagement such as studying, partying, commuting and working out. These video ad units will expand Spotify's offerings and enable brands to engage further with Spotify users.

    Sources: Spotify for Brands launches new video ad products across mobile and desktop, spotify.com

    Zalando's IPO this week proves the believe in online retailing

    Zalando, an online-only retailer for shoes and fashion headquartered in Germany, had its IPO this Wednesday at the Frankfurt stock exchange. Despite some analysts' believe that Zalando failed to excite the market during the first two days of trading, I think it is a big success story and proves the believe that the future of shoes and fashion retailing is in online. Zalando's story also shows how successful online marketing can be. As an article by TechCrunch on Zalando's IPO correctly points out, it would be unfair to view Zalando's IPO in light of Alibaba's IPO earlier this month. One should consider that Zalando is valued around $6.7 billion and managed to build its empire only 6 years after creation and without having ever made a dollar profit. With this view it is a big success story which is likely to continue.

    Zalando was founded in 2008 by two German colleague friends. Inspired by Zappos in the US, Zalando started selling shoes via their online website in Germany. One of their key differentiation points in Europe was and is that customers can simply order products from Zalando and return everything they don't like for free, even without any shipping costs.
    Soon Zalando started expanding and in 2013, Zalando reached 1.8 billion Euros in revenues and operated in 15 European countries. Many industry experts, competitors and newspapers describe Zalando as a digital marketing genius. They managed to create such an excitement around their service and their brand by levering all digital channels and having an amazing digital marketing strategy.

    Despite this massive revenue growth, Zalando has never managed to be profitable so far and always had a loss at the end of the year. Most of this is related to the rather expensive logistics cost in Europe and the large expansion. Even though the company has this constant losses, Zalando is valued at almost 7 billion dollars now at the stock exchange. This shows how much analysts and the market trust in Zalando's strategy and its ability to achieve positive cash flows in the future. The future lies in online retailing and Zalando with its superb digital marketing strategy is best positioned to captured some of this growth.

    Google tries to impose restrictions on Google

    Google regulations could impact their performance in Germany


    In an age of Big Data where thousands of companies across the internet are not only collecting, but often sharing users’ information, Germany’s privacy regulator is working to enforce some control over the flow of user data, specifically from Google. A recent legal ruling stated that Google must “seek Germans’ expressed permission before it uses their data to create online user profiles across its services.” 

    Germany differs from the US in that it is illegal in Germany to ascertain specific information on individuals, such as financial information, relationship status and sexual orientation, all of which can currently be done easily by Google’s databases. If Google does not comply with the ruling, it risks penalties of up to $1.27 million. With the success of Google’s algorithms resting on their ability to capture as much user data as possible and use this data to customize their offerings, it will be interesting to see whether Google complies and if they do, what that will mean for their future success in Germany. 

    Read the entire article regarding the regulations Germany is trying to impose on Google here as well as below:

    A German privacy regulator has ordered Google to give its users greater control over how their online data is used, in the latest privacy case that challenges how the search giant operates in Europe.
    The city of Hamburg’s data protection regulator, one of Germany’s leading data protection agencies, said in a legal ruling that Google must seek Germans’ expressed permission before it uses their data to create online user profiles across its services like email, online search and its Android-based mobile products.
    The watchdog said that Google’s ability to aggregate such online data without people’s consent could allow the company to ascertain individuals’ financial information, relationship status and sexual orientation, which is illegal under German law.
    The German regulator acknowledged that Google did not collect this delicate information to target advertising to people online. But it added that other information that the company aggregated without users’ consent could nevertheless allow the search giant to form a detailed picture of individual users.
    Google may face financial penalties of up to 1 million euros, or about $1.27 million, if it does not comply with the regulator’s ruling, according to a spokesman for the Hamburg data protection commissioner.
    In response, Google said that it had worked with the regulator to explain its privacy policies, adding that “we’re now studying their order to determine next steps.”
    Google has a month to respond to the ruling, which was based on an investigation that began in April of last year.
    “The issue is up to Google now,” Johannes Caspar, Hamburg’s data protection commissioner, said in a statement, adding that the company had made some unspecified changes to how it collects people’s online information. “The company must treat the data of its millions of users in a way that respects their privacy.”
    The regulator’s comments signal the latest privacy challenge for Google, which has faced similar legal cases brought by other national regulators. In France, the national watchdog fined the company 150,000 euros, or about $190,000, this year for similarly tracking and storing people’s online information.
    Google is also battling on a variety of other legal fronts in Europe. The company is facing renewed antitrust complaints brought by the European Commission, the executive arm of the European Union. And the tech giant has been stung by a recent European court decision that gives Europeans — and potentially those farther afield — the right to request that links to online information about themselves be removed from Internet searches.
    The latest complaint, which was sent to the company last week and made public late on Tuesday, relates to changes in Google’s privacy policies in 2012 that consolidated the company’s 60 privacy policies into one document, which also allowed the company to start collecting data on users across its online services.
    As part of the changes, Google is now able to collect information including location-based data when someone uses one of its services, like Google Maps. The search engine also scans individuals’ Gmail accounts to filter out spam and to create tailored advertising.
    The changes did not allow people to opt out of the data collection globally.
    Mr. Caspar, the Hamburg data commissioner, who previously fined Google $190,000 for illegally collecting personal information from unencrypted German Wi-Fi networks, said the company had not made sufficient changes to give users greater control over how their online information is aggregated.
    Mr. Caspar added that while Google excluded personally delicate data like sexual orientation from its online advertising products, combining all the user information from across its services could eventually create “meaningful and comprehensive personal records” of individuals without their consent.
    The search giant may also take the case to a local German court if it does not agree with the initial ruling, according to the spokesman for the data protection commissioner.

    Gap Inc's Social Media: Selling Feminism And Equality, Not T-Shirts


    The 45-year old retail giant Gap has recently been cultivating an online presence focused on feminism, equal pay, and progressive values. Earlier this year, Gap announced that the company raised its minimum wage across the country to $10 an hour, with an accompanying #LetsDoMore hashtag. Ever since the announcement, the #LetsDoMore hashtag has had 90 million social media impressions.

    In an effort to continue the equal pay campaign, Gap Inc. has actively promoted this month’s #HeforShe social campaign, a U.N. backed movement encouraging men to end inequalities for women worldwide. This campaign was made famous by actress and U.N. Women Goodwill Ambassador Emma Watson and her extraordinary game-changing speech.

    Gap has actively been promoting U.N.’s mission in recent days through Twitter, Facebook, and Instagram posts in support of the campaign. The company has also posted Facebook updates on improved job opportunities for women at the Clinton Global Initiative Conference and a reference to the retail chain’s support for equal rights.

    The majority of Gap’s social media push is focused on women’s equality in the workplace. On Instagram, the company supports equal pay through the #LetsDoMore campaign in a video montage, highlighting he missing 23 cents”, or the 77 cents a women makes for every dollar a man makes. Gap’s digital communications and marketing director Deirdre Hussey blogs that “the workforce at Gap Inc. is 73 women – and a place where both genders earn equal pay for equal work.  At Gap Inc., employees are paid for the work they do, not who they are.”  Gap Inc. was founded by Don and Doris Fisher with a 50/50 equal investment, and the recent social campaigns emphasize the values of equality of the founders.


    Source: http://www.forbes.com/sites/clareoconnor/2014/09/30/gap-incs-social-media-selling-feminism-and-equality-not-t-shirts/ 

    Digital Marketing or Social Commentary

     Gap social media presence has recently taken a turn - it's Twitter, Facebook, and Instagram has focused on feminism, equal pay and progressive values rather than showing Gap products. The Digital Communications and Marketing Directory at Gap Inc.’s commented in a blog post "the workforce at Gap Inc. is 73% women — and a place where both genders earn equal pay for equal work. At Gap Inc., employees are paid for the work they do, not who they are."  In an environment where social media can have a huge impact on brand name and attracting customers, I find it interesting that Gap is choosing to establish itself as a more morally conscious company ahead of showcasing their products.

    This is an interesting spin on marketing, especially for a clothing company, and I am wondering about the underlying reasons for taking this stance.  Of course, I think it is wonderful that a company is trying to advocate for women, but I wonder if they have found the Gap customer are primarily women concerned about other women in the workforce - and part of the appeal may be supporting a company that has taken such a stance.  They may also just be raising awareness of the company culture in general - as I remember the RED campaign a few years ago - where Gap aims to be more than just a clothing company. 

    I think this effort lends itself to being an authentic campaign - and one that customers will react to - perhaps not by buying more, but at least feeling more positively about Gap in general. Either way, I commend Gap for at least taking a stand and trying to make a difference in the working world, and think as long as they still showcase their products from time to time, it is still a worthwhile effort to stand behind a cause in terms of attracting or retaining customers.  

    Source: Gap's Social Presence - Talking About Equality

    Wednesday, October 01, 2014

    Yahoo's new homepage and its impact for traffic and advertising

    Earlier today, Techcrunch reported that Yahoo has developed a new homepage, which is currently only visible to a handful of visitors, likely as the company evaluates engagement, conversions, and general reception to the redesign. The visual differences from the original homepage, which last saw an overhaul in February 2013, are highly evident. The new homepage highlights the different properties on the left-handside, especially highlighting the magazine offerings that Yahoo began rolling out at CES earlier this year. To this point, I think Yahoo has done a smart thing in showcasing the influencers it has nabbed for each of the property; these big names can help drive traffic to the relevant pages and hopefully increase pages/session.

    The redesign does confuse me in terms of the two middle columns for current events/news. The second column on the page currently follows the traditional newsfeed format seen on the original Yahoo homepage. It's headline focused with a small image. To the right of this column are larger image ad formats that show other news stories. This feels inconsistent and a bit messy. However, this does allow both sponsored content pieces and display advertising to hold their real estate on the Yahoo page, which is likely why this format has been utilized. However, the design isn't visually appealing. I do find that a banner ad across the top of the page is missing, but this may be due to the screenviews Techcrunch has provided in the below source link. Otherwise, the advertising real estate in the new homepage and original homepage seem comparable.

    Lastly, Yahoo has begun integration of Twitter into the homepage, which seems late to the game. Yahoo seems to struggle with how to integrate social media/user-generated content with its professional content, but this may be one big step in bridging the gap. Twitter is big source for breaking news and integrating it into a homepage makes sense, especially when the main news articles may not refresh with content as frequently as an up-to-date Twitter stream.

    Only time will tell what homepage experience Yahoo ultimately goes with and the success it can bring in increased user engagement and the subsequent impact on advertising revenue.

    Source: http://techcrunch.com/2014/10/01/yahoo-tests-a-new-homepage-highlighting-magazines-talent-and-twitter/

    Ditch the click?

    In my role during my internship this past summer, I spent time learning about advertising for media publishers as I was working at The Wall Street Journal. I kept hearing the terms “CPM” and “Click-Through Rates”. CPM is the basis by which the majority of digital advertising is sold (CPM means cost per thousand impressions). Essentially, the more eyeballs a publisher has, the higher it can charge advertisers. But now, some digital content providers are thinking about other metrics, such as time. A recent article in Ad Age really resonated with me, and I am commenting on the article in addition to Teal & Miguel's posts (which I had not seen prior to writing this in Word on my laptop - oops!).

    In March 2013, Jon Slade – commercial director of digital advertising and insight at the Financial Times – presented the idea of time as a currency to the paper's Asia sales staff. In October, the Financial Times will be rolling out ad rates based on time rather than impressions. This means that they will charge advertisers by the number of hours the ad spends in front of targeted readers – this rate is called CPH (cost per hour). "We're definitely challenging the status quo. No one has come up with a new currency in digital advertising in -- a while." said Mr. Slade.

    Challenging the status quo is important for publishers these days. While ad revenues in the US last year were $43 billion, 70% of these revenues went to the top 10 ad-selling companies (like Google, Yahoo, and Facebook). Large ad networks take much of the remaining revenues, which leave publishers struggling.

    Over half of FT’s revenues come from subscription revenues – and 2/3 of these subscriptions are digital subscriptions. While publishers like FT may have smaller audiences than other websites, these audiences are more affluent and spend more time on their site. This is why attention metrics – like time and CPH – may make more sense.

    I think an interesting quote was one made by Tony Haile, CEO of Chartbeat, a digital analytics company that was recently accredited to measure ad viewability by the Media Ratings Council, a standards organization. He said: "Time is the only unit of scarcity on the web. You've only got 24 hours a day per person. So what you've got is a constrained resource: time. That directly correlates with the goals of advertising. Just like any economy of scarcity, anyone who captures most of it can charge more."

    There are many players who would rather keep the current order, such as agencies and publishers with larger audiences. The current system seems to work quite well for them. In addition, critics question whether more time on a screen would even help an advertiser. Readers are more or less trained to ignore banner advertising, regardless of how much time they spend on a screen.

    Looking at other metrics, click-through rates are still used to measure reader engagement. Many publishers and media buyers have sought to kill this measure, but it is very difficult. I had the pleasure of meeting Romy Newman, head of digital advertising at The Wall Street Journal, this summer. In the article, she recalls an ad campaign that ran 18 months ago for an enterprise-technology company that targeted chief technology officers. "It's probably an audience that doesn't have a high propensity to click" she said. WSJ measured click-through rates and canceled the campaign 2 weeks later citing lack of performance. However, WSJ reviewed attention metrics and found another story: their ads were in view to their target CTO audience for an average of 56 seconds, which was a success in their minds.

    It will be interesting to see how metrics will change for digital advertising in the near future.

    Employees are the Social Marketers of the Future


    Huge companies are finally realizing the massive benefits of having socially engaged employees.  It turns out, socially engaged employees are 27% more likely to feel optimistic about their company's future and 20% more likely to stay at their current company, according to a report from LinkedIn and Altimeter Group. In addition, socially engaged companies are 57% more likely to get increased sales leads and 58% more likely to attract talent.  These companies are now raising social armies -- aka social businesses where the ethic of social media creates happier employees who discover their own voice, drive increased engagement and co-own the voice of the brand.
    According to Lee Diaz, there are 3 steps to creating a social business:

    1. Develop social media policies that encourage engagement. Pick a social business champion who will earn the support of leaders from legal, compliance and HR. This group of experts will develop social media policies, which serve as guardrails for their coworkers. This same group will participate in selecting internal and external social media platforms that fit the company's vision and engagement needs.

    2. Establish training for all levels of social acumen. Determine how you will approach social media training, develop a program and invite employees to participate. 

    3. Enable and equip employees as advocates. Build a steady flow of content and let your employees begin to share over Facebook, Twitter, LinkedIn, Pinterest or whichever social networks your team wants to target. Just as you did before, observe what works and what does not work. You will certainly find ways to improve your advocate strategy and training program.

    The most important aspect of using your employees as social media marketers is that advocating for the brand must always remain a choice.  Employees who voluntarily choose to advocate for the brand will be well informed, more engaged, and prouder of the company.