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By Peter Roesler

Google report lists improvement in global web ecosystem after algorithm update in 2018.

As PC and mobile devices increase in power and internet speeds increased, websites have adapted to meet the needs of consumers. This adaptation meant building sites with better visuals and more impressive features while getting them to run faster. There is evidence that making these changes have made things better from websites. A recent report from Google suggests consumers and retailers benefited from the increasing speed of the internet.

Google likes to move the web in specific directions that it thinks are beneficial for everyone. Because of Google’s massive market share in web search, their ranking factors decide how most websites are built. For example, Google made HTTPS encryption and mobile-friendly design into ranking factors, which encouraged almost every website to follow suit.

Some people would consider Google’s action to be an abuse of their market position, but the results have been mainly positive. To prove this, Google looked at what happened on the web in the year since they added speed as a ranking factor. Their results note several ways that websites and their visitors have benefited from the results.

According to the results from Google, even the sites that made the least amount change in their overall speed saw modest gains as a result. For the slowest one-third of traffic, the user-centric performance metrics improved by 15 percent to 20 percent in 2018. This improvement is exceptionally significant as there was no improvement in 2017.

Google also notes that the entire web ecosystem improved, though there are other factors involved besides Google’s algorithm, such as infrastructure improvements. Whatever the reason, more than 95 percent of countries showed improved speeds, when measured on a per country basis.

Improving the online experience for visitors by increasing the speed can have tangible benefits when it comes to sales. Slow loading pages are often abandoned by consumers who expect content to load with a few seconds. Due to the speed improvements, Google observed a 20 percent reduction in abandonment rate for navigations initiated from Search. Site owners can now measure the same abandonment rate for their site by using the Network Error Logging API available in Chrome.

While Google’s algorithm change isn’t the only reason for increasing website speeds in 2018, but there is evidence to suggest that the ranking factor did influence the decisions of web developers. Google reports that developers ran over a billion PageSpeed Insights audits during 2018, which was used to identify performance optimization opportunities for over 200 million unique URLs.

If you want to improve the speed of your website, Google has a three-step approach for developers. First, they recommend using PageSpeed Insights, which provides page analysis and optimization recommendations. There’s also the Google Chrome User Experience Report, which gives user experience metrics on how real-world Chrome users experience popular destinations on the web to help you benchmark your site. And Google also has documentation on performance on Web Fundamentals.

By Peter Roesler

Sourced from Inc.

By Lee Simmons

Off the coast of New Zealand last year, a kayaker was drifting along quietly when a seal burst from the water and slapped him in the face with a large octopus. As it happens, the trip was funded by GoPro as part of a product launch, and that sucker punch was caught on video by one of the company’s cameras. When GoPro posted the clip to Facebook, it exploded, yielding a publicity bonanza.

It’s a marketer’s dream: What could be better than having viewers voluntarily send your branded content to friends (and “friends”), saying, “You gotta see this!” Chasing that dream, companies today are moving more and more of their media spend to social channels. It’s a natural evolution–business goes where the buyers are, and nowadays that’s on the platforms.

But what kind of content works best on social media? Opinions abound; evidence, not so much. “There’s been very little real-world research on this,” says Harikesh S. Nair, a professor of marketing at Stanford Graduate School of Business. The problem is data. Facebook could do it, but each commercial user on Facebook sees only its own metrics; there hasn’t been a way to draw general insights.

So Nair, along with Dokyun Lee of Carnegie Mellon and Kartik Hosanagar of the Wharton School, hooked up with an analytics firm that gathers daily performance figures for some 800 business users of Facebook. By pooling the data for more than 100,000 posts–and using novel machine-learning techniques to characterize their content–the researchers published a paper that offers real answers that companies can use to optimize their social media strategies.

Content matters

When firms first tiptoed into social media, Nair says, they brought to it a mind-set from old media, where the goal was to maximize “reach,” which is simply the number of people exposed to a brand message. The corollary online, it seemed, was to maximize one’s follower count–and companies employed a variety of inducements like coupons and free swag, not to mention sponsored posts, to amass followers.

But eyeballs didn’t equal engagement. “Early audits showed that awareness wasn’t enough,” Nair says. “Followers weren’t interacting with the content in any way.” Which isn’t surprising: Commercials were always an annoyance, the price of watching TV shows for free. Why would anyone “like” a corporation, comment on its self-serving ads, or share them with friends?

“The focus,” Nair says, “then became not just getting exposure, but figuring out what to put in the message so users will want to engage with it. This generated a whole new industry called ‘content marketing.’ The question became, what kind of content do I need to reach what kind of user, to generate what kind of engagement–and toward what goal?”

Be someone

The goal might seem obvious, but there are two distinct streams of social media marketing, Nair says, with different objectives. One, known as “performance marketing,” aims to generate immediate sales, or “conversion.” The other is “brand building,” where the goal is to connect with consumers in a more personal way, in hopes of earning their long-term loyalty.Interestingly, the data showed that most firms used one or the other exclusively–only a few did both at once. “I don’t know why that is,” Nair says, “but it could be an organizational thing–where the teams responsible for social media in different companies are more aligned with the sales or marketing departments.”

To characterize each post, the researchers first hired workers on Amazon Mechanical Turk to evaluate a subset of about 5,000 posts and label content based upon soft attributes like humor and emotion or upon hard information like price deals. Then they used that labeled set to train a computer, with natural language processing and machine-learning algorithms, to power through the rest.

When they finally combined the content attributes with the engagement figures–the actual likes, shares, and comments for each post–they found stark differences in performance: “When a company says, ‘Hey, here’s a coupon for 20% off,’ it gets very little engagement,” Nair says. “When it uses what we call ‘brand-personality’ content–essentially, when it talks to users in ways that simulate a human being–it gets lots of engagement.”

Mix it up

On one level, of course, we know we’re being played–the bantering, irreverent personality on the other end is a construct, a brand profile, an avatar–but our brains can’t resist. Marketers hack our basic urge to connect with others who are like us, to sort ourselves into tribes. “There’s a lot of research showing that efforts at persuasion are more credible when they seem to come from an individual person, a friend,” Nair says, “instead of, say, a corporation in Cincinnati.”

However, performance marketing still has a place. Nair thinks users might be reluctant to share such posts because they don’t want to appear to be shilling for a company or seem unduly excited about saving money. “People are hyper-aware of the optics on social media,” he says. “They think about how their actions will look to others.” But that doesn’t mean they won’t click through for the coupon.

There’s also no reason a company can’t do both, he adds, and that may be where most of them fall short today: “A possible content strategy would be to combine them, to use informative posts to generate immediate leads and personality-driven posts to build long-term brand capital. A portfolio approach.”

Engagement is king

Still, they’re not equally important; the study shows that the crucial element in any social marketing campaign is the brand-personality content. And the reason for that, Nair says, gets at the key difference between traditional broadcast media and new media: In this new world, user engagement is noticed by the algorithms that drive reach.

“Facebook’s News Feed algorithm gives priority to content with good engagement. If you’re sending out posts that aren’t getting any visible traction, the algorithm will say, ‘Aha, users don’t like this company’s posts very much.’ Then you get buried farther and farther down in News Feed, so you have little chance of ever showing up in front of users.”

In this way, Nair says, maximizing engagement–those precious likes, shares, and comments–on social apps is perhaps today’s equivalent to search engine optimization, or SEO, on the web. In both cases, the goal is to reverse-engineer the ranking criteria used by systems that essentially equate popularity with value.

“It sounds paradoxical, but you can’t get engagement without engagement,” Nair says. “So even if you’re mainly interested in performance marketing and driving sales, it’s really essential to add some good brand-personality content–if only to remain visible in this crowded marketplace.”


This article was originally published on Stanford Business and is republished here with permission.

Feature Image Credit: [Photo: Jakob Owens/Unsplash]

By Lee Simmons

Sourced from Fast Company

KAX Media Ltd.

The primary role of the SEO Specialist is to analyse and execute search engine optimization campaigns for KAX Media. The Technical SEO Specialist works closely with the Product Manager, Content Team, UX and Web Developers to consistently improve ROI.

Your core responsibilities:

  • Works closely with the Product Manager, Content Team, UX and Web Developers to consistently improve ROI.
  • Analyze and execute search engine optimization campaigns for KAX Media
  • Work in a cross-functional product team to make sure SEO is considered in all decisions
  • Planning with Product, UX and Development team
  • Recommend changes to website architecture, content, linking and other factors to improve SEO positions for target keywords
  • Work with the development team to ensure SEO best practices are properly implemented on newly developed code
  • On-page SEO optimizations
  • Keyword, market and competitive research
  • Help manage teams high level goal targets
  • Strategic planning with content team
  • QA / Audit all new product feature launches for SEO
  • Track and report SEO progress and fluctuations to SEO lead and management
  • Optimize copy and landing pages for search engine optimization
  • Research and implement search engine optimization recommendations
  • Develop and implement link building strategy
  • Work with editorial and content teams to drive SEO in content creation and content programming

 Requirements:

  • Proven technical SEO experience
  • Experience conducting detailed competitor analysis and market entry research
  • Data driven thinking as this is a very technical and data rich environment
  • In-depth experience with common SEO tools i.e. Google Analytics, Google Search Console, SEMrush, Ahrefs, Majestic, Moz, DeepCrawl, Screaming Frog
  • Knowledge of ranking factors and search engine algorithms
  • Experience working in the digital marketing and SEO industry
  • Solid understanding of performance marketing, conversion, and online customer acquisition
  • Up-to-date with the latest trends and best practices in SEO and UX
  • Working knowledge of HTML, CSS, and JavaScript development and constraints

The Perks

Comprehensive private Health Insurance with Laya

Flexible work environment

€400 Tax-free Gym Benefit

Monthly on-site massages

Fresh fruit deliveries

Excellent coffee and even better hot chocolate

Regular company events including annual summer races party

Ergonomic work environment with aeron chairs and electric height adjustable desks

Company Paid Volunteer Day

PRSA through Irish Life

Regular employee spot awards

TaxSaver commuter scheme

Employee Bike to Work scheme

Click HERE to apply for this job.

Headcase Marketing

We are looking for an absolute stand-out candidate to join our team .Headcase is a very unique, creative and entrepreneurial place to work- and we take a unique approach to building our teams & culture. This is NOT your average promo staff gig…

About The Role:

Instead of working with large, broad teams, we like to create a tight group of engaged, trusted staff. These staff develop and grow with us, and we provide more significant, ongoing levels of work – throughout the year.

Brand ambassadors at Headcase have opportunities to work across various exciting events, festivals, and brand activations, as well as a chance to grow within the creative and operations team.

We are looking for a confident, excellent communicator who is well presented and has the ability to engage with the consumer at various different types of environments. All Applicants must be reliable, hardworking and have previous promotional experience to be considered.

When applying, please reference and explain your promotional experience to date.

Drivers with access to our own transport is a distinct advantage.

The Ideal Candidate:

  • Excellent Communication Skills.
  • Well Presented and Confident.
  • Experienced in brand promotions or the events industry
  • Team Leadership experience a plus.
  • Punctuality, Reliable and Trustworthy.
  • Full Clean Driving Licence & Access to a car a plus.

Click HERE to apply for this job.

Goss Media

Goss.ie are looking for a budding entertainment reporter to work alongside our best and brightest entertainment team.

During your internship programme, you will shadow our reports and editor and learn how to create showbiz news content from scratch, interview stars, and work on our show The Daily Goss.

A strong understanding of celebrity culture is a must, as is a strong knowledge of social media.

The programme runs from June 1st – September 1st

Click HERE to apply for this job.

By Tara Dulake

Besides promoting and protecting your brand’s reputation, there are a host of reasons why you should bother, says Tara Dulake.

1 Increased brand awareness

Sixty per cent of Instagram users say that they discover new products on the platform, so to say that no-one connects with a brand they don’t know is not true. Nearly half of the world’s population is on one social media channel or another. Social media platforms offer you the chance to increase the awareness of your brand and get new customers talking about you.

2 Get established as a thought leader

As an expert in your field, you should be promoting who you are and what you can offer. If you have the expertise within a local area, you want to be promoting that, rather than having online generic estate agents come in and take your customers. Make your social media channel the go-to source for information on topics related to your niche.

3 Build your online authority for search engine optimisation

It is becoming more apparent that the number of links from social media posts and brand mentions on social channels is becoming an important part of search engine optimisation. The more brand mentions and links to your website, the higher in search engines for keyword terms you might find yourself.

4 Customer service, support and reputation management

Tara Dulake

Tara Dulake

When something goes wrong and a customer has been given bad service from a company, they are quite often found telling the world about it on social media. Whilst this might not be a service you want to offer, at least by responding to complaints and comments, you are being shown to provide a good level of customer service. This won’t always then create a negative view with new potential customers, as they can see you are dealing with customer issues, rather than ignoring them.

Because social media allows you to connect with customers, you can use social media to conduct marketing research of your own.

5 Get new ideas

There is so much content on the web – video, photography, articles and infographics – that there is a lot to share and gain inspiration from. Social media can help you find the top trending topics and interests within a specific location or area, all of which can be useful for your target market.

6 Stay on top of industry news

In the online world, things move fast –and you can’t afford to be left behind. If you are able to manage your social channels and use social listening tools, you’ll find yourself more up to date with what is happening within your industry, local area, and within the world.

7 Learn about your customers

Social media platforms offer data and information about your customers. With everyone inputting their personal information such as where they live, date of birth, interests etc, and with social platforms tracking activity and search terms, there is a whole host of information you can gather about your audience that can then be used to help develop a content strategy.

8 Connect with customers

Perhaps the most important thing social media can do for a business is to give owners the opportunity to engage customers in a whole new way. Social media allows you to get personal with your customers, and form a bond of trust with them.

9 A great addition to your PR strategy

Press releases are an important part of any marketing strategy, especially when you are launching a new product, moving into new areas and launching a new estate agency or making a change to your top-level staff members. Twitter and LinkedIn are great platforms to help promote your press releases and promote any coverage you might get.

10 Increase leads

Interacting with customers and engaging with them illustrates the interest in their experience. Good customer service can often translate into further sales. 20 – 50% of purchase decisions have been known to come from word of mouth.

11 Market research

Because social media allows you to connect with customers, you can use social media to conduct marketing research of your own. Use polls and online survey tools to ask customers to provide feedback. You can also ask them to provide reviews about your products or services.

12 Analyse the competition

You can see what your competitors are doing, which can be helpful in planning your own marketing strategy.

Making the decision to be on social media platforms is not something to take lightly. Make sure that the platforms you choose are managed well and regularly. You will then see some of the above benefits come through.

By Tara Dulake

Tara Dulake, Digital Marketing Director
www.theoraclegroup.co.uk

Sourced from The Negotiator

By Gabrielle Olya

A 20-year tech veteran, Christian Selchau-Hansen started his career doing data-driven work at companies like Square and Zynga. Eventually, he wanted to see how data could be used to improve the most human aspect of business — the customer relationship. That’s exactly what he’s doing as the CEO and co-founder of Formation, an enterprise software company that optimizes the customer journey through personalized marketing experiences. Formation counts Starbucks as both a client and investor and has raised $30 million in funding, according to CrunchBase. It was also named one of the 50 most sought-after startups in the U.S. by LinkedIn. 

Each week, GOBankingRates sets out to discover what makes the people behind top companies tick. We like to call this series “Best in Business” — and Selchau-Hansen really is one of the best. He told us why it’s important to not get caught up in the short term, his three-pronged approach to success and ways that you can find (or build) your own dream job, too. Below, find our favorite moments from the story of how Selchau-Hansen launched his business.

Motivation: 12 Inspiring Leaders Who Didn’t Strike It Rich ‘Til After 30

His Company Vision Came to Life With a Cup of Coffee

Our origins trace back to my time as an entrepreneur-in-residence at BCG Digital Ventures. I was there after stints at Square and Zynga, and [was] interested in developing some machine learning-enabled concepts. Early on, I met one of my co-founders. We envisioned a world where customer experiences and offers were personal, relevant and helpful — effectively, good for both the customer and the brand. We also saw a gap in the market, and so began working on a concept for an AI platform that could leverage data to truly engage the customer and deliver on our vision. Shortly thereafter, lightning struck.

That lightning came in the form of a delicious cup of coffee. We had the opportunity to pitch our idea to one of the world’s largest restaurant brands. It was an awesome meeting. Their aspirations for their customer relationship matched many elements of our vision. With our concept and vision validated, we set out to develop the concept further, and quickly test whether or not it would drive the kind of impact we believed it would.

Delivering highly engaging, individual experiences at enterprise scale is really complicated. Customers are not static creatures — they’re always in a state of flux. Machine learning seemed particularly suited to the challenge, being able to both conduct the deep analysis needed to surface customer motivations and adapt as the customer changes and grows. And that really was the genesis of Formation and our mission — to use artificial intelligence to build and deepen customer relationships.

Check Out: Learn About These Businesses That Are Changing the World

He Figured Out How To Use Games To Engage Customers

Working in mobile gaming was a crash course in customer engagement. After all, that’s what the gaming industry is ultimately selling — engaging customer experiences. Engaging games must be challenging without being frustrating; they must be tailored to the player’s abilities; they must be fun. Formation’s experiences reflect those lessons. Our intelligent multistep offers are specifically calibrated to the individual customer, with the right level of challenge and incentive. And by employing these lessons, our marketing experiences have a level of repeat engagement that’s on par with the best customer experiences.

There’s a trap that data-driven companies can fall into, where they focus on the short term, where data is more accurate and more granular, over the long term, where data is often less certain and less precise. That was definitely something we wanted to avoid — and for that matter, want to help our clients avoid. Data remains central to our decision-making, but we want to be sure we’re always broadening our investigative horizon and putting equal emphasis on our short- and long-term needs.

Tips: This Founder Thought Failure Might Be Inevitable — Until He Got Advice From Mark Cuban

He’s a Team Player

Recruiting top talent is important for any startup, but the technical sophistication of our product gave our recruiting efforts an extra layer of complexity. We really needed to attract the best and the brightest in cutting-edge, in-demand specialties across engineering and machine learning. Initially, this seemed daunting. But as we started to tell our story, we found that people want to be challenged, to have an impact, to have fun.

Click HERE to read the remainder of the article.

By Gabrielle Olya

Sourced from Yahoo Finance

By Raviv Turner

For years our customers have been telling us that using Agile marketing to learn fast, spend wisely, and optimize marketing campaigns has transformed their business. And the benefits don’t just come from our personal experience: a study conducted by MIT suggests that Agile firms grow revenue 37 percent faster and generate 30 percent higher profits than non-Agile organizations.

There are three simple metrics you could use today to measure Agile marketing success at the process level, which is a crucial step in optimizing operations. But what about all the time needed to train people and implement technology so operations can actually be optimized?

In other words, how do you prove the ROI of Agile marketing?

In this blog post, we will have some fun with basic math. Don’t worry — there’s no algebra or trig ahead. We’ll simply be using the power of compound interest to prove Agile marketing ROI to your boss.

The Mandate for Agile Marketing

“It’s not one high-level decision each year around marketing mix that makes or breaks us. It is the million little optimizations that we will make all year long that means the difference between success and failure of our marketing” – CMO of a global tech company

Let’s demonstrate the logic behind this CMO quote using something simple from your day to day life. If you do some basic money management for your household, then you’re already familiar with the concept of simple versus compound interest.

Simple interest is based on the principal amount of a deposit, while compound interest is based on the principal amount and the interest that accumulates on it in every period.

When you earn interest on savings, that interest then earns interest on itself and this amount is compounded monthly. The higher the interest, the faster your money grows!

Traditional Marketing Looks a Lot Like Simple Interest

If your team is still doing traditional marketing, where you use annual year-in-review, “hind-sighting” decks or post campaign wrap-up reports from your agency to run annual mix models to help reallocate spend, then your marketing ROI looks a lot like simple interest.

Let’s say you start with a $10 million marketing budget. You spend it, and then the next year you think, “Hey, I think we can get a little bit better” and get a little bit more budget. Then next year you review again, and so forth and so on. In this cycle you’re just getting simple interest.

However, if your marketing team can commit to the continuous course corrections that Agile marketing represents, then the benefits start building on themselves.

Agile Marketing Works Like Compound Interest

This is where you really unlock the power of compound interest. If you’re committed to ongoing agility and ongoing optimization, you can actually get much more out of your marketing dollars.

Let me explain this concept using the formula of compound interest calculation:

P = present value (the amount of money you have available)

i = interest rate (how much improvement you think you can get)

n = length of time

c = compounding interval (are you doing this once a year? multiple times per year?)

FV = future value (your outcome)

The Agile Marketing ROI Formula

Here’s the marketing parallel you should use to demonstrate the ROI on Agile marketing:

P = Present Value of Your Marketing Dollars

How much are you committing to Agile marketing? Is it your whole marketing budget, or are you just devoting a little piece of your marketing spend to the Agile experiment? Whatever the amount of your marketing spend that you’re willing to optimize is your P value.

I = The Improvement  
What improvement you think you can realistically get on reach, engagement, leads conversion etc.?  Here you can use an industry benchmark, or even better your own historic data, if you have it, to hypothesize.

N = Length of Agile Marketing Optimization
How long will you commit to Agile marketing optimization? If you’re just doing a three-month pilot, then you can’t expect to see much change to your budget during that time (even though you’ll likely learn a lot about your Agile process).

On the other hand, if your team is embarking on an Agile marketing transformation for the next few years, you have a much longer time horizon to enjoy the benefits of compounding optimization.

C = Frequency

The C represents the compounding interval, or how frequently you’ll act and optimize your spend each year. If you only optimize annually, then your C=1.

However, let’s say you’re running two-week marketing Sprints, which you’re then using to measure and optimize, your C=26! The higher you can push your optimization frequency, the better your Agile marketing ROI.

FV = Effective Marketing Spend

The results of this formula essentially quantify how much farther your marketing budget will go after your recurring Agile optimizations.

This is the potential value of your usual marketing spend after running Agile marketing for the allotted time period.

A Tale of Two Marketing Teams

Now that you understand how to prove Agile marketing ROI using compound interest calculation, let’s put the formula to work.

In our example below both Team A (Traditional Marketing) and Team B (Agile Marketing) have the same $1 million content marketing budget (p) and expect the same 20% lift (i) via Conversion Rate Optimization (CRO).

However, Team A is only committed to a 3 month pilot (n) while Team B is embarking on a 2 year commitment to Agile marketing.

Team A gets to optimize its content once a year (c), while Team B is running on two weeks Sprint and optimizes its copy, images, calls-to-action etc. every two weeks using Agile marketing measurement.

As you can see, Team B gets 10x the ROI (FV) on their content marketing budget using Agile marketing compared to Team A still on traditional marketing.

Team A
Traditional Marketing
Team B
Agile Marketing
P = Content Marketing Budget $1,000,000 $1,000,000
I = Conversion Rate Optimization 20 (%) 20 (%)
N = Length of Optimization 0.25 (3mo Pilot) 2 (2yr Commitment)
C = Frequency of Action 1 (Annual Optimization) 26 (Bi-weekly Sprints)
FV = Effective Value $1,046,635 $1,489,543
ROI 4.6% 48.9%

Using Agile marketing allows you to enjoy compound interest on your marketing budget, rather than relegate your optimization efforts to an annual planning event.

If you’d like to play with the numbers yourself, here is a simple Agile Marketing ROI Calculator you can use.

By Raviv Turner

Sourced Marketing Insider Group

By 

Once Apple’s ITP model is adopted more broadly across the web’s leading browsers and publishers, it will change everything. We are going to need a good flashlight.

When you live in an earthquake state, you’re highly attuned to things that don’t matter elsewhere. You’re aware, for example, of the open shelving in your kitchen – is the stemware so attractively displayed there vulnerable to shattering in one fell swoop? Do you have a decent insurance policy? Does your flashlight even have batteries? You’re always, to some extent, prepping for “the big one,” the quake all of the natural scientists warn about: the one that will compromise the ground we stand on, that we’ve built our houses on. The one that will change everything.

Today, the digital advertising industry is facing a major shakeup, and Apple’s Intelligent Tracking Prevention rollouts, now officially at version 2.2, can be considered the first tremor. Cookie-based, cross-web user analytics has been, for a long time, the earth crust of this ecosystem – and it’s crumbling. Though perhaps not physically life threatening, marketers best not ignore the warning signs, because these rules and changes, once adopted more broadly across the web’s leading browsers and publishers, will indeed change everything.

So I’ll ask: does your flashlight even have batteries?

The implications of broadened ITP adoption

Suffice it to say, Apple’s ITP restrictions have made it more difficult for marketers to measure Safari traffic – who comprise 21% of mobile and 10% of desktop browser users worldwide (no insignificant chunk) – for remarketing, to accurately attribute conversions, and to run reliable A/B tests. By capping (even) first-party cookies to one day, your independent view of the behavior of your Safari base over time, across websites and devices, will be limited.

But what if you don’t live in an earthquake state? In other words, what if your Safari users are an even smaller than average portion of your specific audience? Consider that Google Chrome, where another 60% of mobile and 69% of desktop browser action takes place, is reportedly contemplating blocking third party cookies soon, as well. We still don’t know exactly when or to what degree Google will increase individual privacy protection by restricting cookies on Chrome, and we can expect it won’t be as extreme. Regardless, when it does, some of those limits will extend to the vast majority of your user base. In other words, the fault line is only expanding, and quick.

Attribution in shards

Since both your campaign optimizations and investment strategies are (hopefully!) based on this holistic, cross-channel understanding of your audience and their measured engagement with your brand, it’s easy to see how, without this very foundation, those wedding-registry champagne glasses you finally had a dinner party for are about to come tumbling off the shelf. Just when you started to feel good about your multi-touch attribution model and sophisticated retargeting strategy, ITP expansion will leave serious gaps in your ability to connect the dots between your customer touchpoints. Your marketing channels, long predicted to become more interconnected, are likely instead to appear more siloed than ever.

Audiences and optimization missing parts

With measurement askew and opaque, the advertising and marketing platforms you rely on for AI-based actions and automation will need to rethink the inputs to their algorithms for optimization, which are based on performance data that may no longer be independently vetted. Audience strategy that relies on third-party data for creation and segmentation will need to learn to rely far more heavily on personification than personalization.

Oh yeah. And that best-practice, test-and-learn culture you’ve worked so hard to instill? You’re going to need to revisit that, because in this post-apocalyptic digital universe, the A/B tests of yore (read: Q1) are going to be much less meaningful based on a seven- or even one-day window of intel, after which all users, regardless of their history with your brand or exposure to another side of the split, are rendered unique again.

What’s a marketer to do?

The good news is, as a customer, your privacy online will be safer; the data Wild West of the past few years has finally reached a reckoning. As a marketer, there’s a bright future ahead, too, albeit a different one. You’ll withstand the wobbles and see the other side of ITP if you’re thinking ahead and asking the right questions now.

But you are going to need a good flashlight.

Start by assessing your infrastructure: How strong are your in-house measurement and technical teams? If the garage is pretty well stocked with the expertise for building attribution and measurement models yourself, and you can absorb the significant R&D investment required, you may be able to set up an alternative to traditional cookie-based tracking, such as Custom Domain Tracking, which leverages server side capabilities, and won’t be affected by ITP2.2. Your third party ad tech platform may support such a solution, which registers its tracking servers in your domain via a CName record, allowing for durable cookie placement. It bears mentioning, though, that this is more of a short term fix; Safari or other browsers can still block it, if they choose to, and few advertisers will have the resources and infrastructure in place to implement it in the first place.

The counters and the calibrators

In a more broadly applicable approach, your technology provider can help fill in the conversion blanks left by Safari (and other tracking-prevented browsers) by modeling—AI-based estimations based on behavior across other browsers still unaffected by the restrictions. Sophisticated modeling can give you a more complete picture of the number of conversions that may have occurred on Safari but escaped attribution to paid media due to ITP. However, in order to be something you can really rely on for optimization, proper modeling should include a mix of data points from multiple publishers, and requires calibration from an external source like incrementality testing, a newer testing modality that, unlike A/B testing, can continue to be effective post-ITP. The approach measures the overall impact of added investment in any particular area on all conversions (rather than only those attributed) against a holdout group, and layers in secondary insights analyses such as overall incremental effect by mobile browser. This means you can not only capture lost conversions due to Safari ITP, but also those captured by other channels, like SEO, to understand the true value of your mobile investment.

Modeling comprises the two categories of tools integral to your measurement True North of tomorrow: counters and calibrators. Counters, such as analytics systems, third-party digital tracking, offline sales metrics, call tracking, and publisher data (think: reported conversions from Google, Facebook, Amazon and the like) record events and attribute them to specific entities, like keywords or ad campaigns. Increasingly fractured links between devices, media and websites mean that your once trusty counters will require further validation than they did until now. With Apple’s most recent update, and Google’s presumably on the horizon, it’s not only prudent to start leveraging promising new stats-based methods for calibration, like incrementality testing, or cross-device vendors with probabilistic models—it’s reckless not to. Combined, all of these measures can reveal the true holistic impact of your advertising investments, both across channels and within them.

A new era of audience management

In the long term, of course, you should be thinking about strategies for obtaining true first-party data from registered users. As from-the-horse’s-mouth becomes the holy grail, audience segmentation via any third party solution or data management platform (DMP) will be much more difficult, and having well developed first party audience management capabilities that much more critical. We’re likely to see new types of user subscriptions emerge, with reengineered expectations, such as heavily discounted subscriptions and more “freemium” models where the value exchanged isn’t monetary, but permissions-based.

The digital advertising industry is definitely an earthquake state, and it’s time to do a serious preparedness check-in, to assess what’s already happened, and to raise some what ifs within your marketing organization before the big one hits. How we got here is a layered and complicated tale of power, responsibility, and capability—but it both starts and ends with good intentions. For an industry that may have gone too far, ITP’s tough-love measures can offer a restart. Because as advertisers, media and technology platforms, we can do better. We actually can deliver highly relevant messages to our audiences, measure our efforts, and even respect privacy while we’re at it. We just need to change our approach.


By 

Sourced from Marketing Land

By Bonang Mohale

If you care about job creation, you should also care about entrepreneurs in general and SMEs (small and medium enterprises) in particular.

Start-up businesses are crucial to SA’s future growth, creating up to 60% of new jobs compared with 15% of jobs coming from big organisations.

Success for the SA economy means large businesses must buy products and services from as many SMEs as possible. In fact, it is in the interests of big businesses to be obsessed with the creation of markets and not just the creation of jobs.

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There is nothing more useful than extending one’s hand to lift up another. Good business meets an unmet need, or an existing need, better, cheaper and much more efficiently. While the government and the private sector understand this and have together rolled out numerous initiatives to support smaller businesses, much more is needed.

Over my years in many different business roles, I’ve consistently found that when small-business owners are asked what their five biggest challenges are, the number one problem is access to market.

Second, such owners and entrepreneurs need financial literacy skills to enable them to understand the difference between income and profit, among other factors that are so crucial to sustaining a business, including the important role of cash flow.

The third biggest challenge small businesses face in SA is support. What these businesses need initially is access to the value chains of big companies. For most local entrepreneurs this is their first venture into business ownership. While they are good at the thing they do or product they produce, they know nothing, or very little, about the day-to-day running of a business.

The other main challenge faced by SMEs is finance. In as much as there are initiatives to mitigate this obstacle, a lot still needs to be done to ensure entrepreneurs have the support needed for growth and sustainability. This includes counselling, coaching and mentoring.

This is the reason SiSebenza was launched, together with Marc Lubner, Andrew Robinson and Gary Woolf. We’ve started a new SA business that is driving social and economic change by disrupting SA markets.

Former US start-ups such as Lyft and Uber have reached market valuation of more than $1bn in a short period. There are now many such companies in the US — commonly called unicorns — and we are working with some to bring them to SA. Disruptors like this typically stimulate economic growth, create jobs and address high levels of unemployment.

We are now providing shared office space to large organisations and small businesses to encourage networking in SA and elsewhere in Africa. Studies in the US have shown that networking between large and small businesses has raised the survival rate of first-time entrepreneurs and new businesses by 12% after three years.

All businesses start small, and by providing a new or better service well they help themselves and the community in which they operate to create jobs and make the community sustainable and resilient.

If you think you have a good business idea, the trick is to start. Pace yourself, as in the first six to nine months you might need to go without a salary. As you start earning money, pay yourself a consistent salary the business can afford, but at the same time save for a rainy day. You must plan to grow into a big business at some stage. SMEs are not designed to be forever small and should also look at being competitors of established multinationals.

Feature Image Credit: ISTOCK

By Bonang Mohale

Bonang Mohale is CEO of Business Leadership SA and cofounder and executive chair of SiSebenza.

Sourced from Business Day