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By Douglas A. McIntyre

Brand value and loyalty studies have become a major part of the American marketing industry. Several of these studies involve brand value. Interbrand is the best known of these. It considers 100 brands, based on its own mix of criteria. Not surprisingly, tech brands such as Apple and Microsoft are in the lead with brands worth well into the hundreds of billions of dollars.

Another take on brands is based on reputation. Among the most well known of these is the Axios/Harris study, which ranks 100 companies on reputation. Grocery, retail and food brands tend to be near the top, with Trader Joe’s in first place. The Trump Organization is at the bottom.

Still another cut at brand research is the Brand Keys Loyalty Leaders, another list of 100. Its yardsticks are the companies that have the “best-practice guidelines for creating and nurturing customer loyalty.” The study covered 1,624 brands in 142 categories.

One of the points of the study is that brand reputation results have moved back to “normal” after some distortion over the COVID-19 pandemic’s first two years. Robert Passikoff, Brand Keys founder and president, commented: “The significant re-distribution of loyalty identified in the 2022 loyalty rankings are leading indicators of what a return-to-normalcy marketplace will look like.”

The study looks at brand loyalty rank and how much this has changed year over year by brand. The top brands on the loyalty rank list are Apple and Amazon, which typically rank high in all the brand studies. They were followed by Domino’s and Disney+. Although still considered a brand to which people are loyal, Tesla was at the bottom of the list.

In terms of brands that gained and lost the most in the study, State Farm rose 25 places on the list. MSNBC was second, rising 19 places.

The brand that lost the most ground was Purell, which dropped by 52 places. Clorox fell by 41. The only reasonable explanation is that when the COVID-19 pandemic was at its worst, these were products people used to protect themselves from the spread of the virus.

By Douglas A. McIntyre

Sourced from 24/7 Wall St

As the media landscape evolves, so do our preferences for communication. Rose Skews at Favoured delves into the changing world of online comms, audience segmentation and what it takes to engage the younger generation.

With the rise of short-form video content on platforms including TikTok and Instagram, three-minute videos are affecting our attention span. As online communications move toward Facebook Messenger, WhatsApp and social media direct messaging, the phasing out of email as a communication platform begs the question: are consumers still engaging with email marketing?

The short answer is yes. The long answer? Also yes, so long as you’re doing it well and know who you’re doing it for. More than half of generation Z and over a third of millennials still enjoy getting brand emails. With that in mind, let’s look at how you can create engaging emails that even gen Z will want to read.

Don’t be boring

Dull, plain text emails that waffle on won’t engage your impatient audience. So, what can you do?

  • Use short emails: try testing short-form emails. Get to the point of your email quickly and efficiently
  • Hook them in: create hooks for your subject lines and the headers that highlight the crux of the email. This will help with your open and click-through rate
  • Get personal: adding in a recipient’s name can be a little technical at first but it’s totally worth it. If you’re able to personalize things such as names, this makes your emails more trustworthy and engaging
  • Include a strong call to action (CTA): ‘Read more’ and ‘Discover now’ just won’t cut it. Add a little spice to CTAs, like ‘You won’t want to miss this’

Your copy and message need to be clear, concise and interesting. Try bringing your tone to a more personable level to better engage with your audience.

Flows and broadcasts

Email marketing can be a great tool if you can plan and set it up well. At Favoured, we typically split email marketing into two: flows and broadcasts.

Flows are automations where you can segment your audience, create cohorts and triggers, and (after an initial set-up) run them continuously. Broadcasts are monthly newsletters that give you an opportunity to update your audience on anything new.

You can create manual, ad hoc campaigns for an extra burst of comms (around a sale, for instance).

Flows

With email marketing and segmentation, you can capture audiences’ personas. Your main cohorts will be active users, inactive users and new users. Email flows for active users might be:

  • Repeat purchase: thank the customer for their continued support. This flow normally has a refer-a-friend scheme in later emails
  • ‘Superusers’: especially for app companies – when a customer has triggered an event within the app a certain number of times and you want to maintain their engagement

Inactive users will have email flows such as:

  • Abandoned cart: with an average conversion rate of 80%, this is one of the most important flows you can set up
  • Re-engage: this flow should focus on offering small discounts as a temptation to get customers back on track. If you have an app, try explaining a new feature as an incentive to click

New users will have email flows such as:

  • Onboarding: this is your opportunity to show the customer who you are and what you can offer them
  • ‘Web catch all’: if anyone submits a form on your website you can catch them here – a great place to convert them to onboard and/or purchase

Now that we have the flows sorted, let’s look at how you can bring engagement with monthly newsletters.

Broadcasts

The trick is to break your newsletter into sizeable chunks. Try highlights, news and testimonials. You could even connect with national marketing days to make sure you’re hitting key dates relevant to your brand.

News and updates sections give you the opportunity to chat with customers about what you’ve been up to. Adding a testimonial or two brings credibility to your brand and/or product, while adding an extra level of desire.

Who’s doing it well?

Some companies have been smashing email marketing. One is Estrid. It had a hard task ahead of it as its main target audience is gen Z and millennials – the prime suspects for a lack of attention span. It has smashed it: its emails are engaging; it has bought movement into its design with the use of gifs; and its tone is personable and fun.

Maybe you were on the fence about email marketing. We’re hoping that now you see the value it could add to your marketing strategy. Email marketing can capture and engage your audience in a different way than social media. If you ever need any advice, the expert team at Favoured is always available to help.

Feature Image Credit: Volodymyr Hryshchenko via Unsplash

By Rose Skews

Sourced from The Drum

By Gergely Orosz

Q: I’m hearing more about data engineering. As a software engineer, why is it important, what’s worth knowing about this field, and could it be worth transitioning into this area?

This is an important question as data engineering is a field that is without doubt, on fire. In November of last year, I wrote about what seemed to be a Data Engineer shortage in the issue, More follow-up on the tech hiring market:

“Data usage is exploding, and companies need to make more use of their large datasets than ever. Talking with hiring managers, the past 18 months has been a turning point for many organizations, where they are doubling down on their ability to extract real-time insights from their large data sets. (…)

What makes hiring for data engineers challenging is the many languages, technologies and different types of data work different organizations have.”

To answer this question, I pulled in Benjamin Rogojan, who also goes by Seattle Data Guy, on his popular data engineering blog and YouTube channel.

Ben has been living and breathing data engineering for more than 7 years. He worked for 3 years at Facebook as a Data Engineer and has gone independent following his work there. He now works with both large and small companies to build out data warehousing, developing and implementing models, and takes on just about any data pipeline challenge.

Ben also writes the SeattleDataGuy newsletter on Substack which is a publication to learn about end-to-end data flows, Data Engineering, MLOps, and Data Science. Subscribe here.

In this article, Ben covers:

  1. What do data engineers do?
  2. Data engineering terms.
  3. Why data engineering is becoming more important.

In part 2 – coming next week and already out for full subscribers – we will additionally cover:

  • Data engineering tools: an overview
  • Where is data engineering headed?
  • Getting into data engineering as a software engineer

With that, over to Ben:


For the past near decade I have worked in the data world. Like many, in 2012 I was exposed to HBR’s Data Scientist: The Sexiest Job of the 21st Century. But also like many, I found data science wasn’t the exact field for me. Instead, after working with a few data scientists for a while I quickly realized I enjoyed building data infrastructure far more than creating Jupyter Notebooks.

Initially, I didn’t really know what this role was that I had stumbled into. I called myself an automation engineer, a BI Engineer, and other titles I have long forgotten. Even when I was looking for jobs online I would just search for a mix of “SQL”, “Automation” and “Big Data,” instead of a specific job title.

Eventually, I found a role called “data engineer” and it stuck. Recently, the role itself has been gaining a little more traction, to the point where data engineering is growing more rapidly than data science roles. Also, companies like Airbnb have started initiatives to hire more data engineers to increase their data quality.

But what is a data engineer and what do data engineers do for a company? In this article, we dive into data engineering, some of its key concepts and the role it plays within companies.

Where do data engineers “sit”? They’re typically working with software engineers and data scientists, but much less with product managers. In this article, we dive deeper into the data engineering field.
Where do data engineers “sit”? They’re typically working with software engineers and data scientists, but much less with product managers. In this article, we dive deeper into the data engineering field.

1. What do data engineers do?

How do you define data engineering? Here’s how data engineer Joe Reis specifies this term in his recently released book, Fundamentals of Data Engineering:

“Data engineering is the development, implementation, and maintenance of systems and processes that take in raw data and produce high-quality, consistent information that supports downstream use cases, such as analysis and machine learning.

Data engineering is the intersection of security, data management, DataOps, data architecture, orchestration, and software engineering. A data engineer manages the data engineering lifecycle, beginning with getting data from source systems and ending with serving data for use cases, such as analysis or machine learning.”

In short, data engineers play an important role in creating core data infrastructure that allows for analysts and end-users to interact with data which is often locked up in operations systems.

For example, at Facebook there is often either a data engineer or a data engineering team which supports a feature or business domain. Teams that support features and products are focused on helping define which information should be tracked, and then they translate that data into easy-to-understand core data sets.

A core data set represents the most granular breakdown of the transactions and entities you are tracking from the application side. From there, some teams have different levels of denormalization they might want to implement. For example, they might want to denormalize if they remove any form of nested columns to avoid analysts having to do so.

Also, many teams will set standards on naming conventions in order to allow anyone who views the data set to quickly understand what data type a field is. The basic example I always use is the “is_” or “has_” prefix denoting a boolean. The purpose of these changes is to treat data as a product; one that data analysts and data scientists can then build their models and research from.

Our team at Facebook produced several core data sets that represented recruiting and People data. These core data sets allowed analysts and data scientists to see the key entities, relationships and actions occurring inside those business domains. We followed a core set of principles which made it clear how data should be integrated, even though it was being pulled from multiple data sources, including internally developed products and Saas solutions.

What are the goals of a core data set? Here are the three main ones.

1. Easy to work with. Datasets should be easy to work with for analysts, data scientists and product managers. This means creating data sets that can be easily approached without a high level of technical expertise to extract value from said data. In addition, these data sets standardize data so that users don’t have to constantly implement the same logic over and again.

2. Provide historical perspective. Many applications store data which represents the current state of entities. For example, they store where a customer lives or what title an employee has. Not all applications store these changes. In turn, data engineers must create data that represent this.

The traditional way to track historical changes in data was to use what we call Slowly Changing Dimensions (SCD). There are several different types of SCD, but one of the simplest to implement is SCD type 2 which has a start and end date, as well as an “is_current” flag.

An example of an SCD is a customer changing their address when they move home. Instead of just updating the current row which stores the address for said customer or employee, you will:

  1. Insert a new row with the new information.
  2. Update the old row, so it is no longer marked current.
  3. Ensure the end date represents the last date when the information was accurate.

This way, when someone asks, “how many customers did we have per region over the last 3 years,” you can answer accurately.

3. Integrated. Data in companies come from multiple sources. Often, in order to get value from said data, analysts and data scientists need to mesh all the data together, somehow. Data engineers help by adding IDs and methods for end-users to integrate data.

At Facebook, most data had consistent IDs. This made it feel like we were being spoiled, as consistent IDs made it very easy to work with data across different sets.

When data is easy to integrate across entities and source systems it allows analysts and data scientists the ability to easily ask questions across multiple domains, without having to create complex – and likely difficult to maintain – logic to match data sets. Maintaining custom and complex logic to match data sets is expensive in terms of time and its accuracy is often dubious. Rarely have I seen anyone create a clean match across data that’s poorly integrated.

One great example I heard recently was from Chad Sanderson of Convoy. Chad explained how a data scientist had to create a system to mesh email and outcome data together and it was both costly and relied on fuzzy logic which probably wasn’t as accurate as possible.

At Facebook, even systems like Salesforce, Workday and our custom internal tools, all shared these consistent IDs. Some used Salesforce as the main provider and others used internal reporting IDS. But it was always clear which ID was acting as the unique ID to integrate across tables.

But how can data engineers create core data sets which are easy to use?

Now we have discussed the goal, let’s outline some of the terms you’ll hear data engineers use to make your data more approachable.

2. Data engineering terms

Let’s explain some commonly used data engineering terms.

Some of the more common data engineering terms
Some of the more common data engineering terms

ETL\ELT\Data Pipelines

You will often hear data engineers describe most of their job as moving data from point A to point B. We do this using data pipelines.

Data pipelines are generally structured as either an Extract, Transform, Load or an Extract, Load, Transform (ETL vs ELT.) Of course, there are other design patterns we may take on, such as event pipelines, streaming and change data capture (CDC.) This is why many of us often just generalize and use the term ‘data pipelines.’ However, most pipelines are in the form of the steps below.

E – Extract. The extract step involves connecting to a data source such as an API, automated reporting system or file store, and pulling the data out of it.

For example, one project I worked on required me to pull data from Asana. This meant I needed to create several components to interact with Asana’s multiple API endpoints, pull out the JSON and store it in a file service.

I will say Asana’s API is not built for bulk data extracts. There were many cases where I would have to get all the new project IDs, as well as the current ones I had in my current table, in order to then set up a second set of calls to use the project ID to get all the tasks attached to said projects. This was plainly far more cumbersome than just saying, “give me all the tasks in this organization.”

T – Transform. The transform step (especially in an initial pipeline) will likely standardize the data (format dates, standardize booleans, etc.,) as well as sometimes starting to integrate data by adding in IDs which are also standardized, deduplicating data and adding in more human readable categories.

Transforms can also be more complex, but the examples above are standard. One example of this was that with all the various core data sets our team was managing, we always defined which ID was the core ID for a particular data set. Whether the core ID was an internal Facebook ID or an external Saas ID, we would be clear which one we used as “core”.

Because we were clear on the core ID, if we ended up having multiple IDs in a table, we would remove them to avoid further confusion, downstream.

From my own philosophical perspective, creating data as a product means creating a product someone with limited knowledge of your team’s data can approach and understand. By understanding, I mean they can quickly grasp what fields mean and how one table relates to another.

Understanding the data set is an important step in a baseline transform. There are more complex transforms which can occur for analytical purposes.

L – Load. This step is meant to load data into a table in the data warehouse. There isn’t anything fancy here. At Facebook, we loaded into our team’s “data warehouse,” but you could be loading into Snowflake, Databricks, Redshift, Bigquery or others.

Data Modelling

Software engineers who have built their own database will be familiar with some aspects of data modelling. Generally, for what is known as an OLTP (online transaction processing,) these systems are developed to be fast and robust for single transactions.

However, these data models pose problems when the data is being used for analytics.

The data in these models requires a lot of joins to get to an obscure field which a data analyst wants to know about. Also, the data model isn’t usually developed to support billions of row aggregations and calculations with good performance. These models tend to be heavily normalized and in turn require heavy amounts of processing to answer even simple questions.

In return for data sets being heavily normalized, data modelling for data engineers is a combination of adding missing abilities for these data sets. By missing abilities, I mean the ability to track historical data, improving performance of analytical queries and simplifying the data model into a much more straightforward set of tables. Common end-states will be referred to as snowflake, star, activity or OBT schemas.

Data Integrity Checks

Tracking every single table and all its columns isn’t feasible for a single data engineer. When I worked at Facebook, I had well over 300 tables for which I was listed as the owner. To make matters worse, bad data can enter a column and not fail because it’s the same data type. Especially in the case when you’re loading data via the order they come in, versus (vs) explicit name calls.

A software engineer upstream could change a source, which in turn changes the order or removes the column altogether. This change could lead to data being loaded improperly but not failing, if the data is the same data type.

Data integrity checks are a crucial first line of defence for detecting data issues like these I’ve just described. There are several traditional types of data integrity checks.

  • Null Checks – These checks calculate what percentage of a column is null and can then be set to a threshold value to go off when a column has too many nulls.
  • Anomaly Checks – Anomaly checks can be used to both check specific column values as well as metadata about a table, such as how many rows were just inserted. These checks aim to detect drastic changes in either the fields or row counts. If, for example, a table suddenly has 10x the number of rows compared to yesterday, then perhaps there is a problem.
  • Category Checks – Many fields represent enumerators or categories which should have only specific results. One example I always use is when I worked at a company that had a “State_Code” field. You’d assume this field only provided valid states as it was most likely filled via a drop-down menu. However, we found there were errors from time to time which weren’t valid states. So, we needed a data check in place to catch these issues.
  • Uniqueness Check – Joining data across multiple granularities and data sets risks creating duplicate rows in your data warehouse; even if you removed some duplicates, earlier. They can be easily re-introduced with the wrong join, so creating a check in your final core data layer is key to ensuring you have the correct level of unique rows. Especially when a lot of modern data warehouses don’t provide the unique column constraint.
  • Aggregate Checks – As data gets processed through multiple layers of data transforms, there is a chance that removal or changing of data can occur. In turn, creating checks which calculate aggregates such as total sales, row counts or unique customer counts is important because they detect any major changes or removals of data that occur.

Streaming Vs Batch Processing

A common question data engineers need to answer is this: does a pipeline need to be streamed or batch processed?

Batch processing is when you have a data pipeline which runs at a normal cadence, usually every hour, or daily.

At Facebook, most of our jobs would run at around midnight. We would use Dataswarm (which is similar to Airflow,) to set a scheduler using a cron-like configuration for how often the job should run. An interesting point here is that some schedulers struggle with certain constraints, such as daylight savings. I’ve worked on a few projects where twice a year there was a need to rerun pipelines to deal with issues caused by the pipeline running in an unexpected pattern.

Streaming involves ingesting and sometimes transforming data as soon as an event occurs.

For example, on one project we set up a Kafka topic which streamed events directly to Snowflake through its Kafka connector. This allowed the raw tables to constantly be up to date. This was important to the client as their service was providing a real-time utility that was directly connected to people’s day-to-day interactions. Their users both needed to be able to use their product in real-time, as well as glean information and insights from all the actions and machine learning models occurring across the platform.

It’s important to understand the use case before implementing a streaming data process. To fully process streamed data into a pipeline requires a lot more technical know-how, as well as contingencies if something goes wrong, and it can be far more difficult to recover. Whereas with batch data pipelines, if there is an error, it’s pretty easy to rerun the data and the next time the pipeline will need to run is the following day.

In order to know which of these two pipeline styles your team should use, you want to understand how your end-users plan to use the data, how much data is coming in, as well as the natural state of the system you’re pulling the data from. I was on a call recently with a client where initially they stated they wanted the data to be updated in real-time, then it went to every fifteen minutes and when I asked how often their users would be looking at the data, they said once a week. Not a great fit for investing in real-time data and I’d say I have a lot of conversations like this.

This isn’t to say real-time isn’t necessary and it has become far easier. Similar to the way processing large datasets has become far easier, thanks to a combination of the cloud and the popularization of solutions such as Hadoop.

Big Data Processing

Big Data. Some feel the phrase is more of a marketing term and others believe it is the solution to developing reliable machine learning models. At the end of the day, I often refer to it as a big problem, for which we have developed solutions. Big Data on its own was often expensive and difficult to manage, especially on-site. It required constant migrations to larger physical servers and would often limit how many queries could truly be run on a machine.

In turn, many of the techniques centered around Big Data are meant to ease some of these problems.

  • MPP (massively parallel processing) – is a processing paradigm which as the name suggests, takes the idea of parallel processing to the extreme. It uses hundreds or thousands of processing nodes to work on parts of a computational task in parallel. These nodes each have their own I/O and OS and don’t share memory. They achieve a common computational task by communicating with each other over a high-speed internet connection.
  • Map Reduce – is another processing paradigm that can sometimes appear very similar to MPP. It also breaks down large amounts of data into smaller batches, and then processes them over multiple nodes. However, while Map Reduce and MPP appear similar, there are some distinct differences. In general, Map Reduce is done on commodity hardware, whereas MPP tends to be done on more expensive hardware. MPP also tends to refer to SQL-based query computations, while MapReduce is generally more of a design paradigm most famously implemented in Java.

Data Warehouses

The concept of data warehouses has been around for decades. The purpose of data warehouses is to provide analysts and end-users data which tracks historical information and is integrated with multiple data sources.

A data warehouse is a central repository of information that can be analyzed to make more informed decisions. Data flows into a data warehouse from transactional systems, relational databases and other sources, typically on a regular cadence. Business analysts, data engineers, data scientists, and decision makers access the data through business intelligence (BI) tools, SQL clients, and other analytics applications.

Data Lakes

The term ‘data lake’ was coined around 2010. Data lakes became popular because they offer a solution to the rapidly increasing size and complexity of data. As defined by TechTarget:

A data lake is a storage repository that holds a vast amount of raw data in its native format until it is needed for analytics applications.

In addition, data lakes often provide a cheaper option in terms of data storage and computation, since they are often developed on cheaper hardware. In contrast, data warehouses are highly structured and often run on expensive hardware.

Data lakes provide the ability to store data which can have nearly no structure whatsoever, relying on the end-user to provide the schema on-read. What data lakes look like has changed rapidly from the days of Hadoop, as solutions like Delta lake are providing a very different approach to data lakes.

Data Lake Houses

Data lake houses has been a popular term recently, spearheaded by Databricks. The purpose of this paradigm is to balance the benefits of a data warehouse and data lake into a single solution.

For example, data lake houses should provide ACID (Atomicity, Consistency, Isolation, and Durability) transactions like a data warehouse while balancing the flexibility and scale of a data lake.

3. Why data engineering is becoming more important

Data has grown in size, speed and complexity. Over the past decade, the complexity of data has vastly increased. In the past, most transaction systems mostly tracked baseline information. For example, they tracked information like what someone purchased at a store, or which website they visited.

Nowadays, even basic applications can track additional information or provide even deeper functionality, which is then tracked. Tracking additional information leads to much more complex events and transactions being stored. Let’s add that users now interact with mobile and IoT devices most of the day, which increases the sheer volume and has led to what’s referred to as the “5 Vs” of Big data, velocity, volume, value, variety and veracity.

These increasing dimensions require better tooling and more specialized expertise in how to handle all this data. However, it’s not just the supply of data that’s increased. It’s also the demand.

Everyone wants access to their data. With the increasing number of analysts and data scientists, as well as the proliferation of SQL-literate employees, the demand for data has grown. Add to this the fact that today pulling and managing data is not limited to large organizations which can afford all the administration staff. Now, a small company can pay for what it uses in terms of data warehousing, storage and computation.

Tools like Snowflake and Bigquery make storing large amounts of data considerably easier and cheaper – when set up correctly. Add in the fact that tools like Salesforce and Shopify make it easier for end-users to pull data out from them. All of this has led to companies of all sizes pushing to create data storage systems for analytics. Overall – especially in the past decade with the mass adoption of the cloud – data has just become that much easier to manage and analyze.

This was it for part one. Subscribers can already read the rest of the article. We’ll wrap up with part two next week: subscribe to get it in your inbox, or bookmark this page and check back for it!

By Gergely Orosz

Sourced from The Pragmatic Engineer

By Michael Burgi

As e-commerce and retail media have separately made their mark on the media buying and selling business over the last decade — most notably over the last two years — one consultancy believes it’s time to look at the two as one big industry: commerce media that encompasses all the advertisers, retail media firms, media companies and shoulder industries that serve them.

And the thinking behind the rolling up of all that has to do with the power of connecting media investment to sales data in whatever form it takes, explained Quentin George, partner and Jon Flugstad, associate partner at McKinsey, two leaders of the firm’s commerce media practice. McKinsey estimates it all adds up to some $1.3 trillion in enterprise value.

  • Broken down that includes:
    $820 billion for retailers who develop new, margin-rich media businesses
  • $280 billion for advertisers in the form of higher returns on ad spending (ROAS)
  • $50 billion for publishers from new ways of capturing additional ad dollars
  • $5 billion for ad agencies that deliver high-efficiency performance marketing for clients or help firms set up media planning and buying capabilities
  • $160 billion for ad-tech providers who offer martech solutions to firms that have no experience as media companies.

“For the last 100 years, we’ve optimized media on impression delivery — did I reach the audience that I said I was going to reach?” said George. “The change here is, I can now connect an impression with a SKU level sale — not with a [checkout] basket, not with a credit card, but with a direct sale. And that is incredibly transformative for the industry.”

What’s more impressive to the McKinsey executives is that the growth the world of commerce media is experiencing is largely incremental — CPG advertisers can’t seemingly get enough of it.

“Our surveys [show] that somewhere around 70% of advertisers indicate that [when they buy ad time or space] on retail media, it’s somewhat or significantly better performance than what they can get elsewhere,” said Flugstad. “There’s no certain threshold or number that they’ll spend — if you’re driving performance they will keep shifting toward you. And therefore the pie that retail media can eat from is the broader digital pie.”

Clearly that power represents both incredible opportunity and a potential challenge to the agency world, as retailers and e-commerce firms take their story directly to brands. It helps to explain why some agency holding companies have taken steps to either partner with the bigger players of retail media, or have invested in their own shoulder and support businesses.

“When you can measure things toward direct sales, more dollars go there,” said Megan Pagliuca, chief activation officer for Omnicom Media Group, which announced four separate e-commerce-related partnerships during the Cannes Lions festival. She recalled that Facebook became and ad juggernaut only when it changed its focus from brand advertising to a more DTC approach that drove eyeballs directly to advertisers’ pages. “When it’s directly attributable you can’t argue with that.”

Industry analyst firm Forrester is working on its own research into the broader conjoining of performance, commerce and retail in the marketing ecosystem, and is finding that marketer are looking at it all as one as well. “The distinction at the client level between retail media performance media, or commerce media, is not a clear distinction,” said Jay Pattisall, vp and senior agency analyst.

Another unifying factor to Pattisall is that virtually all the buying and selling activity across the landscape is data driven. “Performance media is driven by third-party data, commerce is driven by first-party platform data and retail media is driven by first-party retailer data. But the signals are similar in the sense that they seek to understand, who’s buying, what they’re responding to, and what it means for sales or conversion.”

Will this approach to media investment lead to a world of haves and have-nots, the latter being media that don’t deliver similar levels of sales results or business outcomes? “Is there going to be an expectation that all media should become better measurable? I hope so, that’s a good evolution,” said Pagliuca.

Pattisall thinks the effect will be limited from a media point of view, because media can only be optimized so much. The creative side of marketing is where better optimization can happen. “Creative optimization comes from those same data signals of who’s responding to what andthose atomic elements of what’s being presented to them,” he said. “There’s a tremendous amount of work underway all across the industry to understand this … What combinations of information and content are most effective, rather than just where it’s placed?”

Feature Image Credit: Kevin Kim, directed by Ivy Liu 

By Michael Burgi

Sourced from DIGIDAY

By Justin Santamaria, & Ash Lamb

From 2003 to 2013, I was an engineer at Apple, where I led the teams that built FaceTime, iMessage and CarPlay.

Getting to work closely with Steve Jobs was an opportunity I’ll never forget. He was a visionary who taught me a lot about not just how to make products that people love, but also how to be successful at anything in life.

Here are the three simple yet profound lessons I learned from Jobs that have helped me succeed in my career as a tech entrepreneur today:

1. Mastery demands iteration.

Illustration: Ash Lamb for CNBC Make It

Getting something right requires patience and hard work. But it also means knowing when to stop making changes; you’ll know when you’ve arrived at the best product when you’re beyond excited to share it.

During my first week at Apple, Jobs was prepping for an iChat demo. “I’m going to make the crowd sh** their pants,” he said.

Jobs knew he had executed something great.

2. Use your failures as stepping stones to success.

Illustration: Ash Lamb for CNBC Make It

When Apple was ready to release the iPhone into the world, the foundation was already there, making it possible to keep taking new and different risks later on.

With every product, Jobs expected things to go wrong. But he also understood that messing up was often worth the reward. Perfection may not exist, but greatness could be achieved with a few software updates.

3. Remove the rock that’s blocking you from going beyond your comfort zone.

Illustration: Ash Lamb for CNBC Make It

The original iPhone changed the world forever in 2007, with its multitouch screen and digital keyboard as highlights.

The decision to remove the mechanical keyboard was a clever industrial design solution. It allowed the iPhone to have more screen space for other creative features.

Feature Image Credit: Justin Sullivan | Getty Images

By Justin Santamaria, & Ash Lamb

Justin Santamaria is a former Apple engineer. Currently, he is the co-founder of the fitness app Future. Prior to Future, he led the guest experiences product team at Airbnb. Follow him on Twitter.

Ash Lamb is an illustrator and designer based in Barcelona, Spain. He spends his time deconstructing and illustrating ideas for creative entrepreneurs, and teaching people how to create impactful visuals at visualgrowth.com. Follow him on Twitter and Instagram.

Sourced from CNBC make it

By David Baldwin

Back in the 1970s, people encountered 500 to 1,600 ads daily. If that number seems mind-blowing to you, set your mind fire extinguishers to full geyser because today the average person comes across somewhere between 4,000 to 10,000 ads in a single day.

It makes sense, right? In the ‘70s you had fewer, mostly analog media choices compared to today where you have all the traditional outlets plus tons of social media feeds, podcasts, satellite radio, banners, product placement, and all the digital hoohah serving you ads at an ever-escalating rate. We are swimming in advertising not to mention being tracked and cookied to death. (Cookie-less world, sure.)

In fact, I’d argue that social media has outkicked its coverage with advertising. Because we’re on the receiving end of such a nonstop barrage from these platforms that they don’t really exist – in any recognizable way – for the reasons they started in the first place. Remember when Facebook was about connecting with friends and Instagram was about sharing photos? Until we say, “Enough!” there will never be enough for the feeds.

So, the question is: What and how are we being fed?

First, let’s clarify, I’m an advertising guy. I’ve been doing this for going on (almost) four decades. I love advertising. When it’s good, it’s great and when it’s bad, it’s annoying – a very simple equation. But in my mind, that’s the game. Try to do the good stuff that people like and you can change everything.

It doesn’t take a raft of research to realize that most advertising these days now comes from the direct marketing wisdom of the ages: ROI-driven, tried and true rules. Never mind that the history of direct marketing is littered with campaigns that bucked the system and engaged its consumers with wonderful content and won big results. But sadly, that work has never been the norm, and it certainly isn’t these days.

And maybe I just committed what might be the problem: The word “consumer” and the idea that we’re “consumers.”

How did we – human beings with thoughts and feelings, wives, husbands, children, families, relationships – ever allow ourselves to be relegated and chained to the idea of consumption?

Are you a consumer? Really? Is that why you exist, to consume? Look at your little children, are they consumers? Are you a locust descending on a field to consume all in your path? I hope not.

And you might say it’s just a word but my orientation as a copywriter is that words are everything and how we label things bends perceptions. And man, have we bent our perceptions to think of ourselves as “consumers.”

Seriously, count how many times you hear the word “consumer” during your day. I counted once and it was something like 63 times in one day. It’s on the news, in economic forecasts, and in the papers. You can find it all over the pages of the Wall Street Journal and on just about any news site you can name. It’s everywhere.

The word is ubiquitous, and we don’t even question it. Maybe the situation was summed up beautifully by Howard Gossage who said, “I don’t know who discovered water, but I’m pretty sure it wasn’t a fish.” We’ve lost perspective and don’t see it anymore; we just accept the notion that we’re here to be consumers.

So, what’s the alternative? What if we start using different words to think of our customers?

What if we think of them as collaborators, co-conspirators, co-creators, or some better descriptor? Let’s treat them like human beings – your friends, family, brothers, sisters, moms, neighbours – not demographic statistics. David Ogilvy famously said, “The consumer is not a moron, she’s your wife.” We know this in our bones, let’s act like it.

What kind of value are you creating in people’s lives with your brand and your marketing? Start there.

Maybe, on a fundamental level, we replace consumption with collaboration. This is a facet of the diamond put forward by Michael Porter known as “Shared Value” – the idea that business is in a better position to make the world better than non-profits, NGOs, and even churches because what business does is solve a problem and then scale the solution. If business gets on the track of making things better, it’ll happen much faster than any other way. This doesn’t negate other organizations doing good, far from it. It just might offer a quicker route to making a difference by using market forces.

But a good first step might be to stop thinking of people as a number to achieve an objective. I call it the Golden Rule of Marketing:

“Market unto others the way you’d like to be marketed to.”

We have a responsibility to engage, to inform, to create quality experiences – not run into the room, drop a grenade and scream at people, exhorting them to call or click on us, dammit! It’s exhausting and unrelenting.

There has never been a better time to create work that has a point of view, a message, and leaves the viewer/reader with a positive experience or better informed. We have an opportunity to make people feel good about what we make, what they buy, and why they buy it.

Rather than consume or buy, just maybe they’ll buy into what you’re making and selling. And isn’t that better for everyone?

Feature Image Credit: Jingxi Lau

By David Baldwin

David is an author, film producer, entrepreneur, and one of the most awarded copywriters and creative directors in the ad business today. The founder of Baldwin&, co-founder of the Ponysaurus Brewing Co, co-founder of Take Your Seat, and author of the Amazon bestseller The Belief Economy, David is also the former Chairman of the One Club, and his work has been recognized by Cannes, One Show, D&AD, Clios, Effies, and more. His film work (Art & Copy, The Loving Story) has won two Emmys and a Peabody Award.

Sourced from Brandingmag

By Sana Remekie

What does it mean to leverage a composable tech stack if you’re a marketer?

Most of the time we speak about composable commerce, the audience is technologists and engineering teams. In order to accelerate adoption of a composable architecture, we need to include marketing teams as equal partners in this initiative. Everyone in the organization must understand the reason for the change and the benefits they’ll get from adopting that change. For this reason, I have chosen to write this article for the marketing audience.

Vendors Making the Move to Composable

Gartner recently released some research on the latest industry trends and called out “composable commerce” as the future of the ecommerce enterprise. This was swiftly followed by some of the biggest ecommerce and DXP players such as Salesforce and Sitecore announcing their membership in the cool composable club.

Sitecore announced the move from XP, an all-in-one DXP suite to XM, a headless CMS at the core and an ability to pick and choose capabilities such as personalization from other vendors. Salesforce announced a composable storefront, basically decoupling its core commerce functionality from the presentation layer.

What Does This Mean for Marketers?

So, as a marketer, what does this all mean to me? Composable commerce is about giving organizations the choice to pick and choose what Gartner describes as “packaged business capabilities” from more than one vendor as opposed to an all-in-one, single vendor, closed solution. The analysts have been following the industry trends for the last few years and have finally decided to give it a name.

Now, in order for organizations to build composable tech stacks, each of the individual business capabilities you buy from a software vendor must lend itself to being pluggable into the overall digital stack. This means that each vendor in the composable ecosystem must play nice with everyone else.

MACH Alliance was formed in 2020 to provide guidance to organizations on how they should go about building their technology stacks in a composable fashion. They have defined the criteria that software vendors should follow to make it possible for organizations to build a future-proof architecture that is built from lego blocks that are easily pluggable, but also displaceable. MACH stands for Microservices, API-First, Cloud-Native, Headless.

Digging Deeper Into MACH Architecture

To everyone other than engineers and architects, each of these terms may mean very little, so I’ll break these terms down first:

  • Microservices: A self-contained functional component of the overall system that can be deployed independently and is not coupled with any other component. This allows each component to act as a lego block in the overall architecture, and the goal is for it to be swappable when and where necessary.
  • API-First: APIs are a standard way of two systems talking to each other. When dealing with a multi-vendor ecosystem, individual solutions need to talk to each other, and having a standard set of documented APIs allows for this to happen.
  • Cloud Native: The vendor solution must be deployed in the cloud, as opposed to on-premise. The importance of this is that cloud provides the benefits of auto-scaling, performance, speed and agility.
  • Headless: Head is the touchpoint that delivers the visual (or sensory) experience to the end user. Being headless means that the content and business logic residing in each of the components of your tech stack does not contain any information about how the information is presented on the frontend. In other words, you should not find any html or CSS in your content. This is important because it allows content and business logic to be used across multiple channels instead of you having to duplicate the content and logic for each channel.

Paradigm Shift to Omnichannel

Most brands are still focused on the web channel, but this is ripe for change. With the pandemic, followed by a recession, brands will compete tooth and nails to get attention from the customer. Many brands crashed during the pandemic if they couldn’t offer their customers to complete a purchase online. In the coming months and years, if you can’t meet the customer where they choose, you will lose their trust and the opportunity to convert them.

Meeting the customer where they are means that you need to move beyond a website. Many traditional Digital Experience Platforms (DXPs) have a very web or page-centric view of the world. If you are looking to move beyond the web, you’ll need to adopt technologies that allow you to build consistent and connected omni-channel experiences. There is no way to accomplish this without a headless mindset, one of the foundational components of a MACH architecture.

The Need to Differentiate

In order to compete, you must offer a differentiated experience. If you choose to build your digital experience with a monolith that comes with a predefined set of templates, there is very little you can do to create a differentiated experience.

Having the ability to build your own visual layers on top of a set of back-end services empowers you to create a unique brand presence. For instance, if you’re a real-estate brand, you may want to create a unique digital experience such as a virtual real-estate advisor who helps the customer find a home that fits their needs. This wouldn’t be possible with a set of templates that came out of the box with a traditional DXP.

The Impending Demise of the Third-Party Cookie

With Google and Apple about to remove the ability for brands to use third party cookies to track them across sites, brands will need to gain control of their relationship with their customer. Not only do you need to be able to create a single view of the customer across their journey, you need to be able to activate this data on all paid and owned channels.

The ability to build first-party relationships with your customer starts with a technology infrastructure that is able to connect the customer journey across all channels, digital properties, brands, regions, etc.

The Need for Speed in Digital Experience

We are all painfully aware of the endless release cycle that comes with all-in-one monolithic suites. The pandemic has proven to us that we need to be able to move quickly to meet the demands of time, and, if we don’t, the customer will find an alternative.

For instance, as a grocery store provider, if you were not able to offer online ordering and curbside pickup, you lost a bunch of regular customers. The pandemic, although temporary, has had a permanent effect on customer behavior. Even though many customers are going back into the store, a lot of them will continue to enjoy shopping from the comfort of their own homes. This means that you must be able to power delightful online experiences quickly and having a cloud-native and headless architecture is essential for that goal.

Attracting and Retaining Millennial and Gen Z Talent

Something that is not often discussed is the need to attract and retain talent. More than half of the US population is now Millennials or younger, which means that your customer is getting younger.

In order to build modern experiences that appease these digital natives, you need their perspective and their talent on your team. To retain this talent, you need to be building a technology ecosystem that is modern and “fun” to work with. Millennials and Gen Zs simply don’t want to work with old/legacy tech. This is a vicious, or virtuous, cycle depending on how you look at it.

Modernizing your digital stack will attract digital natives who in turn will act as the voice of your customer allowing you to create experiences that resonate with your customer base.

The Need to Avoid Vendor Lock-In

Monolithic vendors have become very comfortable with their power and monopoly in the digital experience space. One of the biggest reasons for this is that once they’re in, it’s hard to replace them because of the closed nature of their architecture combined with the size of the investment you’ve made.

MACH vendors entering this space are providing the much needed healthy competition between vendors pushing the legacy players to “up their game” and drive innovation in the industry. So, if you’re looking to get more out of your existing vendors, you want challengers, not just the incumbent leaders into your technology ecosystem. Let’s keep everyone honest!

This Seems Like a Lot of Work and a Lot of Money

One widespread misconception about MACH architecture is that it requires a huge investment to get started. If you do a rip and replace, this would be the case regardless of the type of technology you are talking about.

Because of this myth, many organizations choose the path of inaction or business as usual. I’d like to challenge that thinking. If you want to change your eating habits, you don’t go from having hamburgers, fries and pop daily to salads, herbal teas and a 45-minute workout everyday. You take small steps to get you to your ultimate goal.

This is what you need to do when modernizing your technology infrastructure —start on a journey and iteratively make small changes towards the goal. It’s not an option to do nothing.

Making Incremental Changes Toward Modernization

One way of achieving this is the “Strangler Pattern,” an idea first conceived by Martin Fowler. You encapsulate a legacy system into a facade that interfaces with modern front-ends and services and work on replacing the back-end. Once the backend is replaced with newer services, you switch the facade to point to the newer services.

This keeps your customer-facing front-ends working seamlessly during the transition and also reduces the disruption caused by having your internal teams having to change their workflows overnight.

So, if your IT team says that modernizing your tech will take too long, be too disruptive, or will be too expensive, go ahead, challenge them and tell them you know about the Strangler Pattern!

Too Many Vendors to Deal With?

The one charm of the all-in-one traditional DXP was that marketing knew exactly what application to log into to create an end-to-end experience, albeit limited to the web channel only.

This is no longer the case within a composable stack. I have multiple channels and multiple point solutions that come together to build a composable, best-of-breed solution. If I want to create content, I need to log into a CMS. If I need to manage my search behavior, I turn to a search platform. If I want product recommendations, I go to a recommendations platform. If I need to manage my checkout experience, I log into my commerce engine.

This plurality of both sources and destinations requires careful orchestration. This is exactly what “experience orchestration” platforms are trying to solve. Some examples include Uniform.dev, Gatsby and Conscia.ai. Many of these are quite early and are trying to figure out exactly what part they play in the overall composable ecosystem, but they are moving in the right direction, and the industry analysts are taking note. The goal of these platforms is to stay headless, composable and still have centralized control for marketing and product teams to create omnichannel experiences.

In order to make composable work, marketing needs a single, intuitive interface to orchestrate experiences from any content and data platform for any channel or touchpoint. They need to be able to preview what the end user experience will look like in a seamless fashion. They need to determine what is working and what is not on every channel, browser, device, target customer segment or any other context relevant to their business. We can no longer have a single hand to shake as far as a vendor is concerned, but we can have a single point of control to manage and orchestrate what experience is delivered to what channel for which customer.

From Digital Experience Platform to Digital Experience Orchestration

Here is the definition of composable DXP as per Forrester:

A platform that provides the architectural foundation and modular services for developers and practitioners to create, orchestrate, and optimize digital journeys at scale — to drive loyalty and new commerce outcomes across owned and third-party channels.

Note the term, “architectural foundation.” This means that even in the world of composability, we have a center or foundation. This foundation no longer needs to have all the capabilities in the digital stack such as CMS, Search, PIM, CDP, etc. Its role is to support the connections to all these independent packaged business capabilities and act as the orchestrator, a composer.

Perhaps, Gartner and Forrester will change the category of Digital Experience Platforms (DXP) to Digital Experience Orchestration or “DXO?” Just a thought.

By Sana Remekie

Sana Remekie is the CEO and co-founder of Conscia, a Digital Experience Graph that orchestrates and personalizes content from both legacy and modern sources in a truly headless fashion.She has spent most of her career architecting, developing and selling digital solutions to large enterprise clients with a deep focus on data-driven experiences.

Sourced from CMSWire

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Web1 was the introduction of the Internet, where users could ‘see’ the revolution of communication, and Web2 allowed users to experience and interact with the revolution. Now we have Web3, in which we will be allowed to immerse ourselves in the experience, and for the very first time, users will be able to own the revolution.

At the beginning of the Internet, users relied on multiple software and services to accomplish a single task. To play a video game, you had to purchase an online game and connect with your friends via IRC (Internet Relay Chat) and Ventrollo. This is Web1 — a decentralized platform operating in a pluralistic framework. Now, all of the tasks mentioned can be accomplished on Twitch and Discord — this is Web2. Web2 enabled giants like Meta and Alphabet to consolidate crucial auxiliary objectives such as gaining followers, sharing updates, promoting products, and building an online persona into a single website/application.

Welcome to Web3

Web3, also known as ‘the new internet’ is a term used for a brand new rendition of the internet that presents the option of decentralization. You’ve surely read and heard about this brand new Internet, but how does Web3 embed into our properties? It’s pretty simple: through user behaviour.

Although it sounds like a succession — something like 3G, 4G, and 5G — Web3 is not an upgrade from Web2. Instead, it exists simultaneously and is supported by the Web2 frameworks. You don’t have to upgrade from Web3 to Web3.

The Need for Web3

Instagram is a great place to build your platform and gain followers, but it comes with its own cons. Web2 companies like Meta collect plenty of data on the backs of consumers. On the parallel side, these companies have now consolidated the platform and have a monopoly in the market.

The need for Web3 comes from people realizing the dangers of BigTech overreach. People are now interested in building tools that give the power back to the users. Context: for every dollar that YouTube advertising generates, creators get only 55%. Couple this with the risk of losing your entire work at the whim of a YouTube executive. Web3 is the solution to this precarious system. Instead of channelling money through centralized platforms, creators will now deal directly with the users.

Every time you stumble upon the Internet, sites like Facebook and YouTube get a hold of your data. This data is then sold to other companies. While Advertising isn’t entirely harmless, it is not the only space that gets a hold of your data. Here are some very scary examples:

· Ancentry.com retains the DNA of more than 26 million people

· Twitter fined for selling user data

· Apple sells data to Google

The strive for Web3 goes beyond privacy. It’s actually about what we can control. Not distributing our data to monopolistic companies has been a major point of infliction in the quest toward Web3. Just like a slippery slope can turn into an avalanche in mere seconds, giving a tremendous amount of power to a single entity can take an ugly turn in quick succession.

Why Web3?

Blockchain and Web3 is the emerging choice for the next generation of Internet users. Here are the main reasons why:

1. Privacy & Security: Web3 is an improved version of the web, built through the best cryptographic technologies that ensure that Internet users are able to secure their data from hackers and prying companies.

2. Storage Decentralization: The IPFS (InterPlanetary File System) is designed to store data in multiple devices to deter any breaching efforts. Each file storage has its own security and the system operates simultaneously around the globe.

3. Anonymity: Users can choose to remain anonymous and operate in seclusion, all the while high-stake businesses and social media reputations.

Key Features of Digital Marketing in Web3

1. Artificial Intelligence

Web3 operates on Natural Language Processing (NLP) and interprets data in a much more reliable form. This opens pathways for a more linear and consistent reading of data sets. AI is beautifully woven through the entire structure of Web3, and it bodes perfectly well with digital marketing campaigns that rely on human behaviour to target audiences.

2. Decentralization

The primary feature of Web3 is decentralization. In this realm, the data isn’t held by a giant database. Decentralization ditches the use of HTTP protocol to find pre-stored information on servers. In Web3, information is not restricted to a single location — instead, it is intentionally spread out.

3. No middlemen

Web3 allows individuals to take control of their data. Through this, individuals can directly exchange value with each other and require no meddling of an intermediator. We’ve grown used to operating on highly centralised platforms such as Meta and Google. Although they come with their own perks, they also leave users privy to security breaches and information manipulation. Web3 opens pathways to data ownership, which is an essential step to achieving complete freedom on the web.

4. No external authorization

Users on Web3 no longer have to rely on third-party authorization to view data. Imagine not having to share your information (and biometrics) with third parties for authorization. the removal of obstruction increases the chances of user security and privacy.

The Impact of Web3 on Digital Marketing

The buzz around Web3, NFTs, and Metaverse is seemingly inescapable now. I am constantly fielding questions on what it means for digital marketing and social media-based promotional campaigns.

Web3 is being marketed as its predecessors’ smarter, more sophisticated version. The new and immersive technology is targeted toward users who want to interact with brands and have a first-hand experience of distinct products.

Digital Marketing in the Metaverse

The Metaverse is here to create a surrounding and immersive space for consumers. The unbounded access is the luxury of this space and is a fun and personalized way of interacting with people far away from you. Yet the space comes with challenges of its own.

You no longer have to imagine being in an alternative space where space and geopoints dictate the level of access and communication. We are already there. Metaverse combines the marketing lessons of Web1 and Web2 to create a mature, more sophisticated experience on the Internet for users.

Marketing via Tokens

Marketing is all about engaging with people and delivering your message. The gist of old-school marketing is to be relatable, likeable, and authentic. The future of a brand’s marketing lies heavily on the authenticity of the marketing campaign. Tokens and Web3 marketing take it up a notch by ensuring that users can have an equal stake in the engagement, buying, and selling of products.

Summing Up

Blockchain and Crypto went from pipe dreams to billion-dollar innovations because they were able to gear the market toward universal ownership and direct linkage. Brands are discovering NFT markets and establishing unique bonds with their base based on their will to build authentic communities. While we may have been introduced to the platform, we’re still conflicted on the road to marketing on Web3. I think it will be a fascinating journey with space for many trials and errors. Regardless, I can faithfully predict that the biggest net gainer of the process will be the user.

Feature Image Credit: Pexels

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Sourced from Entrepreneur

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Online freelancing on Fiverr could make you lots of money — *if* you know how to properly advertise your skill set.

“Once I started with Fiverr, I felt like I gained much more control over my business,” says Alli Hill, a writer and marketing expert who has offered gigs on Fiverr for four years. “Before I started with Fiverr, I went through agencies to find clients. It was just a big, intricate web of things I was doing to get business. Fiverr helped me get the types of projects I wanted to work on and spend most of my time focused on the work, rather than always having to market to get clients.”

One in three Americans has a side hustle, according to a poll of 2,001 Americans commissioned by Zapier, a marketing automation company. If you’re entrepreneurship-curious, Fiverr can be a great platform to start an online business, acquire customers with little marketing, and add extra income. Fiverr offers a risk-free way to give entrepreneurship a test run.

Here are the top ways to make money on Fiverr that are popular now, along with stories from people using Fiverr to make extra money every month and create financial independence.

Top 11 Ways to Make Money on Fiverr

  1. Tutoring and Consulting
  2. Freelance writing and editing
  3. Online marketing 
  4. Graphic design
  5. Website development
  6. Translation services 
  7. Social media management 
  8. Virtual assistant services
  9. Digital information product development 
  10. Lessons for hobbies 
  11. Voice services

No. 1: Offer Tutoring and Consulting Services 

The online education industry is valued at $243 billion, according to Statista, a data reporting company. Consulting is traditionally thought of as a more corporate service, but the term applies to anyone whose experience or insight would be valuable to a certain group of people. For example, you could be a college student who tutors other college students, or an online coach offering virtual consulting services.

Fiverr is a great platform to offer consulting services that are delivered online through software tools like Zoom, and can include a variety of service types, such as coaching, tutoring, and advising. You can create a platform on Fiverr, let customers know which type of consulting services you offer, and start making money. 

No. 2: Become a Freelancer Writer or Editor 

Another way to make money on Fiverr is through offering freelance writing services. You can ghostwrite content on behalf of individuals, or you can freelance for companies by writing blog posts, social media content, newsletters, emails, sales pages, and even website copy.

A sister skill to writing is editing. Written content often needs editing, especially longer forms of content, such as ebooks, white papers, and blog posts. Consider offering both services to cast a wider net.

No. 3: Sell Various Forms of Online Marketing

Ecommerce sales for 2021 were estimated at $870.8 billion, according to data from the U.S. Census Bureau. There is a lot of money to be made online, but for a brand or business to be able to tap into that pool of money, it has to market itself. If you have the bandwidth and the know-how, you can offer online marketing services on Fiverr from the comfort of your own home.

Online marketing services can include influencer marketing, paid advertising, SEO, organic marketing strategy, social media marketing, and/or email newsletter management. Fiverr offers filtering options to help you put your skill set in front of customers who want to hire someone like you.

No. 4: Design Graphics, Logos, and Book Covers

One of the primary ways people made money when Fiverr first launched was graphic design. Entrepreneurs, content creators, and even companies need graphics for their website, newsletters, books, social media platforms, and the different products they sell. If you have design experience, or have picked it up as a hobby, you can offer graphic design services on Fiverr and make money.

Some graphic design services you can offer include:

  • Designing book covers for ebooks.
  • Creating logos based on customer requests.
  • Designing website graphics such as banners, footers, and sidebar images.
  • Creating covers for digital information products, such as online courses.
  • Designing graphics for modules within a training program.

No. 5: Build, Fix, and Maintain Websites

Website development powers the internet. Individuals and companies need websites created, but they also need experts to help update and maintain them. You can offer various website services on Fiverr and make the kind of money that helps you build financial independence.

Some website services include:

  • Building websites on WordPress, Squarespace, or Wix.
  • Maintaining the backend of websites, including updating apps, fixing errors, and managing comments on posts.
  • Fixing poorly designed or built websites.
  • Designing individual pages or specific functions, such as shopping carts or membership sites.

Related: NextAdvisor’s Top Recommended Website Builders

No. 6: Translate Languages as a Service 

If you speak another language, there’s an opportunity to offer translation services on Fiverr. People can hire you remotely to translate in real time, or they can send you documentation that needs translating. You can even provide language lessons virtually through translation services on Fiverr.

Some items you can offer to translate include legal documents, articles, social media posts, and language learning lessons. The work can be done online from anywhere in the world.

No. 7: Manage Social Media Accounts 

Maintaining social media accounts is a lot of work, especially for entrepreneurs and companies who have their hands full with other priorities. If you’re good at social media and enjoy spending your time on platforms, you could offer social media management services on Fiverr. This would be a service in which you dictate what you’re willing to do.

Social media services on Fiverr can be focused on content creation, account management, or both. Perhaps you create post graphics and captions for your client, then hand them over for the client to publish at their leisure. Or perhaps you arrange to have your client give you their logins, and you manage both content and user interactions as part of your overall services. You dictate the terms of what you’re willing to do managing someone else’s social media, but it could be a great way to make money on Fiverr.

No. 8: Become a Virtual Assistant 

Virtual assistants help entrepreneurs and businesses get more done, and the work does not need to happen in an office. If you have time on your hands, and don’t mind tasky administrative work, virtual assistant services are one of the most popular freelancing categories on Fiverr. These services could include managing email, setting appointments, managing a social media group, or any other online support someone would need.

No. 9: Create Digital Information Products

Another way to make money online is through creating and selling digital information products such as e-books, courses, guides, and anything that involves online education.

Digital information products have high profit margins and can make you money while you sleep. Once you’ve created an information product, you can sell copies of it again and again, even on a platform like Fiverr. Customers may think they’re looking for a service, but when they see your information product available for a fraction of the cost, they may realize they could do the job themselves with your prerecorded guidance and go in that direction instead.

No. 10: Teach Hobbies You Know and Enjoy

Do you play a musical instrument? Are you good at magic? Can you dance? There are hobbies and activities you enjoy doing that could make you money on Fiverr. There’s an audience for almost any hobby, and these users want to pay you to learn and grow. Fiverr has evolved dramatically in recent years, and has become a global freelancer marketplace that covers all types of services.

No. 11: Narrate and Offer Voiceovers

One of the most popular ways to make money on Fiverr is to offer narration services. You can do voiceovers for YouTube videos, audiobooks, courses, and even voicemail recordings. Anything that requires voice needs a person to voice it, and customers pay for narration services on Fiverr.

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Sourced from Next Advisor

By David Gianatasio

“I don’t have much money, but, boy, if I did. I’d buy a big house where we both could live.”

Rising artist AHI performs a passionate cover of Elton John’s “Your Song,” wringing fresh nuances from each familiar line as Ikea Canada launches a revamped brand platform themed “Bring Home to Life.”

This husky, expansive version drives the short film below. It tells the tale of an immigrant family’s arrival in Toronto, opening with a young father’s first glimpse inside their new apartment.

He’s greeted by an odd tableau: In otherwise empty rooms—with no furniture, carpets or even pictures on the walls—about a dozen people wait, frozen in space and time. The action mainly transpires in the father’s imagination as he contemplates a joyous future in this place, surrounded by family and new friends, with items from Ikea completing the scene.

Ikea | Bring Home to Life

Directed OPC’s Gary Freedman, a minute-long edit of the dreamy, cinematic narrative launched during last night’s Emmy Awards.

“We’ve been working on a new Ikea brand platform for more than a year, and this spot is the anchor of that new platform,” says Michelle Spivak, creative director at Rethink, which crafted the campaign. “We looked to tell a story that demonstrated how Ikea helped bring a home to life in a heartwarming way. We loved the idea of that moment when you walk into a new home for the first time, and all you can see is potential.”

The work feels like an extension of recent brand efforts focused on reimagining what home can be. These include introducing a cheeky Ikea collection to ease the transition of returning to the office, and transforming actual Toronto-area houses into showroom displays. “Bring Home to Life” expands on such notions. The push explores many vibrant physical, emotional and social aspects of home, with the retailer’s products and services adding special significance.

In the launch film, “you see the bare space and think of the people who will fill the room,” Spivak says. “The people who will sit at the table. The friends who will gather on the sofa. Ultimately, a house can be filled with a number of items, but it’s the moments and memories we create around those pieces that give them significance. We took that thought and added a bit of magic by having everything frozen until Ikea is added to the home. As our main character arrives to his empty apartment, he’s met with the vision of the housewarming celebration he’ll throw the day his wife and young daughter finally join him.”

That’s a lofty, poetic conceit, well-realized and visually striking, if a tad difficult to fully grasp without repeat viewings. Still, the heartfelt remake of “Your Song” and those intriguing images should enchant ears and eyes, even if the storyline feels elusive at first.

The team shot footage over four days in Parkdale, one of Toronto’s most diverse neighborhoods. “The bodega is real. The bike shop is real. It’s a very authentic place for a newcomer to start their life in Canada,” Spivak says. “The interiors were matched to the exterior of the building but were actually captured in a custom-built set.”

And yes, those actors had to hold their positions, like statues, often for several achy minutes per take.

“As part of the casting, we asked people to freeze in place,” Spivak recalls. “We needed people who could translate emotion without words, but also without moving. That’s when it became apparent how difficult being frozen—while looking natural at the same time—would be. We did as much in camera as possible, with some of our talent propped up on apple boxes and stools we removed in post.”

As for the song choice, “we cast a wide net across genres, but always knowing we wanted the performance to be intimate and personal,” says Johanna Andrén, head of marketing at Ikea Canada. “The lyrics needed to punctuate the story. The voice needed to feel authentic. Our music director found this amazing singer, AHI, a local, Juno-nominated artist with a voice we loved—emotive and warm. He had a young family of his own, and you could feel his tribute to them in his performance.”

“Your Song” mentions home fleetingly, but the vibe’s just right. And you really can’t go wrong with Elton John. Kudos for passing over more obvious choices, like “Our House,” a very very very fine track, to be sure, but too on the nose.

Ultimately, “while there is Ikea furniture in almost every scene in the spot, the aim was to inspire a feeling bigger than the collection of products,” Andrén says. “There is real magic in how every individual home comes to life in its own unique way, and we want to celebrate that idea with this platform for years to come.”

Along with TV, online video and social, the campaign will include traditional billboards and 3-D OOH activations.

CREDITS

Client: IKEA
Agency: Rethink
CCO: Aaron Starkman
CSO: Sean McDonald
ECD: Mike Dubrick
Creative Director: Michelle Spavin
ACD: Brendan Scullion, Max Bingham
Art Director: Max Bingham
Writer: Brendan Scullion
Strategy Director: Jay Fleming
Director of Broadcast Production: Shelby Spigelman/Nadya MacNeil
Broadcast Producer: Mark Pan
Senior Print Producer: Agnes Gilchrist
Print Producer: Jenna Fullerton

TV Production Company: OPC Production
Director: Gary Freedman
Line Producer: Max Brook

Post Production House: Nimiopere
Editor: Graham Chisholm
Executive Producer (Nimiopere): Julie Axell

VFX House: The Vanity
VFX Supervisor: Naveen Srivastava
Colourist: Andrew Axworth
Senior Producer (The Vanity): Katie Methot

Photography Production Company: Fuze Reps
Photographer: Chris Robinson
Director of photography: Zach Koski
Executive Producer (Fuze Reps) : Nicole Gomez
Associate Producer: Alexa Dimitruk

Audio House: Vapor Music
Executive Producer (Audio House): Kailee Nowosad
Creative Director (Audio House): Ted Rosnick
Engineer: Ryan Chalmers

Account Services:
Group Account Director: Kiara Wilson
Account Director: Sheldon Abreu
Account Director: Catherine Blouin-Mainville
Account Supervisor: Melissa Luk
Account Manager: Gabrielle Bergeron

Client:
Head of Marketing, IKEA Canada: Johanna Andrén
Director of Brand Marketing, IKEA Canada: Claudia Mayne
Country Marketing Campaign Leader: Jordan Sequeira
Marketing Communications Specialist: Carolyn Thrasher
Marketing Specialist: Noah Keefe

Additional Credits:

Media Agency: Carat Canada
Vice President: Karen Hrstic
Account Director: Tracey Cronin
Media Supervisor: Christine Ma

CRM: Wunderman Thompson
Account Director: Maryam Asad
Account Executive: Hannes Danielsson

 

By David Gianatasio

Sourced from Muse by Clio