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How to Package Traditional Media to New-Age Marketers

2012-01-11T04:01:00.000-08:00

In my last article for Ad Age, I wrote about how new-media companies weresuccessfully employing very traditional media tactics to gain a larger share of ad spending.

I thought I'd flip that on its head this week, as the tech, media and marketing worlds converge at the Consumer Electronics Show in Las Vegas.

One could argue traditional media too have been too "traditional" in how they pitch themselves, making it too easy for advertisers and others to peg them to the past. Perhaps they've been doing themselves a disservice. What if we relooked at a medium such as radio, using the sizzle employed by the very best of Silicon Valley to promote this 90-year-old advertising medium?

Here's what a sales pitch for radio could look like.

Let me introduce you to a groundbreaking media channel, a medium with the potential to rival Facebook as a new-media darling ...

A powerful mobile medium
This medium is available on just about every mobile device, including those running Android and iPhone operating systems. It is accessible in 100% of today's cars. This medium is a powerful channel to engage very desirable, hard-to-reach and mobile millennials. Its distribution also extends to out-of-home venues including retail outlets, fast-food restaurants, car dealerships and sports venues, making it a powerful medium at point of purchase.

Drives word of mouth
We can incorporate personalized brand messages to our audience to create buzz and word of mouth. We use the credibility of our celebrity announcers to drive the conversation around your brand, retail events and promotional offers. We also will generate consumer participation and engagement via brand-based competitions.

Hyper-local targeting
No need for wasteful national campaigns that can't be customized based on your local retail-store distribution. Our medium gives you the flexibility to target at a hyper-local level. We can also deliver specific localized messaging.

Delivers across multiple platforms
We distribute across broadcast, online and mobile devices. Our medium is always on.

Provides scalable campaigns
Our advertiser promotions can deliver programs across literally millions of consumers in a short period of time. Our medium has a reach of nearly 300 million uniques in the U.S. across a month. That makes this medium bigger than Facebook.

A viable revenue model
We operate a free-content, ad-supported model that ensures high uptake and that our research confirms consumers prefer over a paid-subscription model. Advertiser units provide marketers with 100% control of the message. We also offer advertisers a branded content model. We will work with advertisers to deliver customized content that brands can be integrated with or associate with.

Yes, that's right, I'm talking about radio ... a unique mobile, hyper-local, multi-platform channel that delivers scalable brand marketing campaigns for advertisers.

Now doesn't that make radio seem just a little more interesting!

in Advertising Age

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The Top 10 News Organizations With the Most Google+ Engagement

2012-01-11T03:57:00.000-08:00

A list published Tuesday reveals which news organizations on Google+ instigate the most reactions from their followers. Since Google+ brand pages launched in November, media outlets have been playing around with how to best use the 6-month-old social network.

Based on +1s, comments and shares, The New York Times, Mashable and The Next Web appear to be finding the most success at roping in heavy engagement (see the top 10 and statistics in the gallery above).

Adam Sherk, vice president of SEO and social media at Define Media Group, ranked the top 45 media outlets by using All My +, a tool that analyzes public Google+ data of individual users or pages to spit out engagement statistics, charts and most-popular posts.

Never one to be complacent or ignore changes in the social media landscape, The New York Times posted the rankings on its Google+ page to thank its community and ask for suggestions on how to improve its strategy.

SEE ALSO: Complete Guide to Google+ | Who Is the 1st Google+ User to Reach 1 Million Followers?

Google‘s social network has naturally attracted news organizations that want to interact with readers or gain more eyeballs on their stories, photos and videos. However, not all brands are getting the visitors they seek. Recent data shows that of the 61 companies on the Interbrand Top 100 Brands list that are on Google+, only 13 had followings of 5,000 or more.

How do you think news organizations should use Google+? Any suggestions for them to improve?

In Mashable

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The Case for Dropping ‘Social’

2011-11-30T09:32:00.000-08:00

Has someone on your holiday list dropped the hint for a social pet? Or maybe a new social refrigerator? Don’t be surprised if it happens, which brings us to the question: Is it time to drop “social”? Ironic as it may seem – especially given the title of this column – you could reasonably argue that everything is social. In a contemporary residential home, the light bulbs tell the power company “what they are doing right now.” In that kind of world, it’s a pretty sure bet that the electronic appendages we’ve all donned are doing the same on our behalf, letting our friends (all 5,651 of them) know way more than what anyone needs to know.

So seriously, what does “social” really mean? It’s become a phonetic clue that whatever follows in speech is now connected, via the Internet, to a collaborative application. If that’s even close to accurate, then as marketers we’re way past “social media” as a thing to do. Instead, “social media” is firmly part of markets, customer tastes and business innovation cycles. What’s more, entire organizations are governed more by consensus than individual dictum.

I was reading a comment posted on Amazon for my first book, Social Media Marketing: An Hour a Day. Keep in mind, this was written in 2007. Suchandra Choudhury noted that I had a figure that showed, from a marketer’s perspective, “social media” as one collection of tools, techniques, channels … that worked best when integrated into the larger marketing mix. She commented: “Social media marketing should be described as the center-piece of all marketing efforts and not on the periphery.” My first reaction when I read that sentence was to view it as a comment by someone younger than I am. In that sense, for a whole lot of people, social sits at the center, because, for them, everything and everyone is connected. But has that become a general truth?

Take a look at the Forrester Research data, presented in the Profiler, a tool first introduced in “Groundswell.” “Joiners” still skew younger, but the age distribution of online consumers reading ratings and reviews is nearly flat by comparison. In that context, Suchandra’s comment is spot-on. Unless social sits at the core of your marketing (and indeed, business design) effort, it’s highly likely that your implementation of social technology will be limited. How?

The point of social sitting at the center – and the case for dropping the term altogether – is recognition of the way decisions are increasingly made. Whether it’s consumers in a marketplace, business partners in a supply chain, or constituents in a democratic society, those involved are turning to the information around them – left there purposely by others who came before them – to make better decisions. That is clearly social behavior, and the behavior does in fact sit at the center of nearly every decision-making process.

Compare this with a view of social as but one tool to be used to augment conversations, share or amplify a message, or create a community around ideas or interests. When you wipe it all away, such efforts by and large follow the standard social checklist: “Facebook, check; Twitter, check. OK, we’re ready to tell our audience about our ____ using social media!” This largely explains a contradiction in marketing today. Most marketers claim they are using social media: studies range from about 60% to almost 90%. Yet the vast majority – between 65% to 95% of all customer requests for service on channels like Facebook and Twitter – go unanswered.

So yes, social – taken here in a business context to mean “collaborative, collective, non-siloed behavior across the entire customer and product or service lifecycle” – does sit at the center. Facebook and Twitter really are part of your customer service platform and not just newfound megaphones in popular gathering places. Word to the wise: if you go down the path of “Facebook and Twitter as service channel” then plan it out, train for it, and scale up. With something like 100 million posts every day, estimates are that 10% to 20% of these contain an actionable item suitable for customer service – the idea of walking into such a gathering and yelling “OK, who’s next?” is folly and likely to turn out badly. Nonetheless, and as I wrote in 2007, not responding is not an option either: the message sent in that case is decidedly anti-consumer, so you’re better off if you dig in and figure this stuff out.

As a brand, you have an obligation to respond. Most texts would suggest that it’s your choice as to when, where, and how to engage. But if “social” is dropped as a label – if the assumption is that everyone is simply connected and therefore that everything is social – then that assumption is itself suspect. For example, we rarely think of “traditional media” as a channel except in comparison to new media, whatever that means now (the “World Wide Web” first appeared roughly 20 years ago). Instead, we think about the specific channels: TV, radio, telemarketing, mail, banner ads (yes, they are “traditional”), and then plan our use accordingly. We take for granted that “traditional media” exists, and with it our near-universal ability to interrupt someone and bring them “the following message.”

Enter the Social Web, and assume its similar ubiquity. If it’s truly all around us and it’s truly the medium through which huge numbers of people stay in more or less continuous contact, then we have a duty to pay attention, participate, and respond. For 75 years, marketers enjoyed the right to interrupt via traditional media, because marketers owned – through advertising expenditures – the media. Now consumers own it and it’s our turn to listen. And listen we must.

As you review your marketing plans, consider dropping “social” and assume that everyone is connected. Assume that your “ability to interrupt” is replaced by your “opportunity to participate.” Turn and look back at your entire business and ask yourself: “If I ran my business based on the assumption of transparent participation, what would it look like?” The answer is probably “Your business, five years from now.” So, no time like today to get ready for the future you.

by Mashable

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LinkedIn abre escritório em São Paulo

2011-11-30T09:28:00.000-08:00

O LinkedIn anunciou na manhã desta quarta-feira, 30, a abertura do escritório da companhia em São Paulo. A unidade será a sede regional para a América Latina da rede de contatos profissionais, que tem mais de 135 milhões de usuários cadastrados no mundo todo.

Osvaldo Barbosa de Oliveira é o diretor geral da subsidiária brasileira. O executivo já foi presidente do IAB Brasil e trabalhou por 22 anos na Microsoft Brasil e Estados Unidos.

O LinkedIn tem atualmente 14 milhões de usuários na América Latina, seis milhões dos quais no Brasil, que fica atrás apenas dos Estados Unidos, Índia e Reino Unido em números de profissionais cadastrados. Desde que as páginas do LinkedIn ficaram disponíveis em português, em abril de 2010, o número de usuários no Brasil multiplicou-se por seis. Com base nesses números, Oliveira acredita que o Brasil pode passar o Reino Unidos em números absolutos de cadastros em breve.

O LinkedIn tem três fontes de receitas: as assinaturas premium e as soluções em marketing e recrutamento. De acordo com Oliveira, a área de soluções em recrutamento respondeu por 50% do faturamento global de US$ R139 milhões da companhia no último trimestre e é a área mais promissora também para o escritório brasileiro.

Meio & Mensagem

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Social 2012 is Web 2000

2011-11-30T09:23:00.000-08:00

Here's what it was like in 2000: the Web frenzy was underway, and the predictions for it were completely out of hand. In many ways, they were overblown. And yet the long-term impact of the Web was far more pervasive than any of us had expected, along surprising dimensions.

It's the same now. Social technology in 2012 is the Web in 2000. The predictions both over- and underestimate its significance. Here's some perspective (always a badly needed commodity) from the Web of 2000, applied to the social technology world of now.

In 2000, less than two-thirds of American consumers were online, but many of them were only occasional users. Broadband made the difference -- it turned a "check-occasionally" experience into one that was a pervasive part of every interaction between companies and people. The rise of broadband was far more important than the rise of online penetration.

Now, more than half of Americans are in a social network. But as in 2000, keep your eye, not on penetration, but on the enabling technology, which in this case is mobile. Mobile changes social from a "check-when-I'm-at-a-PC" experience to one that pervades everyday life. Mobile penetration in the US will reach one in three consumers this year. The explosion of cheap smartphones in 2012 is what will make social part of the fabric of every interaction.

In 2000, all eyes were on e-commerce. Every company we worked with wanted an e-commerce strategy, and the likes of pets.com and furniture.com were threatening to challenge bricks-and-mortar retail. E-commerce was huge, for sure -- try $60 billion this holiday season -- but for most companies selling online wasn't the big impact (and rather than killing bricks-and-mortar, the Web became an important strategic element of every traditional retailer). Instead of e-commerce, for most companies, it wasservice that mattered. Consumers wanted to get information both before and after the sale -- every company had to deliver on that promise.

Now, social commerce is again a big topic. But the overblown expectations around Groupon may lead to another disillusioned collapse. Once again, the real power of social technology is in service -- the successful companies are those that live up to their customers' service expectations by responding to queries in the social world, as Zappos and Comcast now already.

Finally, in 2000, all the focus was on how the Web changed companies' relationships with their customers. But arguably, the impact of the Internet was broader within companies. Everyone got email. Everyone got laptops with browsers installed. And as a result, organizations flattened -- anyone could reach anyone else, electronically, anywhere. This vastly increased the speed of collaboration and ratcheted up competitive demands.

Now, again, the focus is on social technology as it affects consumers. But increasingly, from Chatter to Newsgator, the staid old Intranet is becoming a social network that feels a lot like Facebook. Social interactions within companies are transforming the speed of interaction and flattening corporations even further. If you work for a sizable company, you may find in the next few years that your corporate social network is far more important to you than your Facebook page. Social will transform what it means to work in a company, just the Internet did.

Here's the value of perspective. Try to lift your viewpoint out of the tired old social technology dichotomy -- "We all have to do this now" vs. "Social is truly overhyped." Instead, ask yourself, once the social connection is part of every interaction, for most consumers, and both within and outside of companies, how will the world be different? The strategic thinker prepares for that.

Josh Bernoff, Advertising Age

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Microsoft Leans on Handset Makers in Bid to Sell Windows Phones

2011-11-08T02:24:00.000-08:00

Forget tugging at heart strings or appealing to the common hatred of people who text at the dinner table. Microsoft is leaving big, gooey brand campaigns behind and focusing on retail and device specs -- the stuff that can actually sell more Windows Phones.

This is quite a departure from last year's big brand push that debuted Microsoft's revamped mobile software. While that campaign was aimed at establishing the Windows Phone as the third alternative to heavyweight market leaders Android and iPhone, this time around, the onus is on manufacturer partners HTC, Samsung and Nokia to advertise specific devices to get them flying off the shelves. After kicking in extra funds toward manufacturers' ad budgets, Microsoft is also training 200,000 boots-on-the-ground salespeople to make sure consumers are getting the skinny on Windows Phone at retail.

BAR Publicidade

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