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Trends come and go. The graphic design world is always evolving. Some design trends fade away for months, others stay for years. Today we’ll spill the beans on which graphic design trends will generate buzz this year.

Whether you will follow the crowd or set up a new trend yourself – the choice is yours. Either way, it is vital to be up-to-date. We have taken the time to browse the web and find out which design trends will take the leading positions in 2018. We will also reveal some of the graphic design trends which should better stay in 2017.

Year 2018 is pretty much all about imagination off limits. The majority of our examples depict a combination between two or more trends, even though we have focused on each one separately. Hope it sounds promising, so let the show begin!

1. The ‘Little Big Idea’

Moonpig’s rebrand was about sweating the small stuff

“The design theme of 2017 was big impact, but paradoxically the best work achieved it by really sweating the small stuff,” says Chris Moody, creative director at Wolff Olins. “The things I have found the most striking are the consommés – those jobs that focus on something singular and use it to create something with clarity, distinctiveness and beauty: the ‘Little Big Idea’.

“2017 was about simple ideas, executed with intelligence and insight to create real, radical impact. W+K’s work on the Dutch women’s football team was a tiny logo tweak that managed to question heritage, patriarchy and even what a logo stands for. The Moonpig rebrand did more with the kerning of an ‘o’ than a thousand animated cartoon characters ever could.

“If 2018 is going to be as chaotic, channel-hopping and crazy as 2017 was, elegant logic will be the only way to cut through.”

2. Braver colours

The Dropbox rebrand made strong use vibrant colour

“2017 has been a riot of colour, with graphic designers making big, bold choices,” says Shaun Bowen, creative partner at B&B studio. “Perhaps in an effort to inspire positivity after a difficult year in 2016, we’ve seen an influx of bright colours, often with flat graphics and only one or two colours used at any one time,” he adds.

“More and more brands are also using their core packaging hue as the backing colour in posters and supporting graphics.

Max Ottignon, co-founder at London branding agency Ragged Edge, tells a similar story. “We’ve noticed our clients getting braver,” he says. “Fluoro colours and clashing tones have moved away from edgy startups into the mainstream. eBay’s new identity has colour right at its heart, using it as a way to communicate both its breadth and inclusive personality.”

Mireia Lopez, creative director at DARE, concurs. “We’re seeing the use of vibrant colours in juxtaposition with bold imagery,” she says. “This can be seen as a response to minimalism and material design, from using white spaces and clean layouts to unexpected colour combinations and distinct varied typographical styles – and is across all areas of branding as well as digital.

“The new Dropbox brand direction, for example, is doing this with its creative use of images, and corporate identities such as NatWest are shifting to a fresh and modern feel, using the potential of brighter colours to increase higher conversion rates. In my field, digital, this development is probably due the fact that sites can load faster and screens on phones are bigger, so it’s easier to play with images.”

“Using bright colours helps content stand out from meme-filled social media,” notes Nathan Sandhu, founder and creative director of Jazzbones Creative.

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By Mike Gingerich

We have always witnessed and admired huge marketing campaigns from global top-most brands like Apple, Pepsi, Adidas and Coca Cola among others. These market leaders invest millions of dollars on viral commercials, and influencer marketing that never goes unnoticed. Unfortunately, not every brand has the financial muscles to compete with the giants. But, no need to worry!

In the last couple of years, social media has leveled the ground for marketers. It is no longer about the company size or the budget. Today, any business can use social networks such as Twitter, Instagram, Facebook and many others to run effective marketing campaigns without spending millions. Additionally, there are several helpful tools such as rank tracking software by serpbook to enhance your digital marketing strategy.

Effective Social Media Marketing (SMM)

In today’s digital world, SMM is undoubtedly one of the most marketing tools for small to large brands in the world. However, some companies have succeeded in social media, while others are still struggling. It all runs down to the strategy.  For effective social media marketing strategy, you need creativity and unique online marketing ideas which involves:

  • Choosing the ideal social media platform(s) for your business – You may target multiple networks with large and active audience.
  • Understanding your audience – Learn their challenges and what solutions they are looking for.
  • Excellent Communication – Deliver your brand message in simple and precise manner.
  • Great content – Generating regular, interesting and readable content for your audience.
  • Evaluating the SMM strategy – A good example is the use of serpbook rank tracker to assess the progress of your strategy.
  • Improving existing campaigns – Use the analytic tools to identify mistakes and new opportunities in the market and make the right adjustments.

For most brands, the main challenge has always been coming up with creative ideas to execute the right strategy. Below are a few top brands with the best social media marketing campaigns.

Top Brands with the Best Social Media Marketing Strategy

  • Reebok – LinkedIn Masters

The brand is known for its quality shoes and sportswear. Reebok SMM strategy focus on multi-platform digital marketing across a range of social networks. On Instagram and Facebook the brand uses colorful fitness and latest Reebok products photos. It also generates informative visual content for the YouTube Channel.

Surprisingly, Reebok stands out for its successful LinkedIn marketing. Their secret is not only regular update posts, it also creates valuable content for its audience as well as shares links to their blog. Reebok understand its audience and uses videos, simple formatting and photos to attract audience and encourage them to read through.

  • Pop-Tart – Twitter Marketing

A legend in production of toaster pastries, the brand’s Twitter account does it all. Pop-Tart maintains a sarcastic voice on Twitter with a target on young and Twitter-biased demographic. The brand mimics popular accounts and are quick to create their version of any viral or trending content. The brand has over 164, 000 followers on Twitter and more brands in the sector have started to copy their style because it pays off.

Pop-Tart SMM success comes from actively interacting with their audience in a funny way. It works because they have identified the right audience and defined a SMM tone that suits them.

  • Peel – Facebook Ads

Peel has become a powerful brand that deals with stylish phone cases. Its strength comes from its massive social support, especially on Facebook. Peel marketers use Facebook ads to showcase the different features of their products. The Facebook strategy has increased its revenue by over 100%. It also runs a visually impressive Instagram feed.  Peel focuses on differentiating themselves from competitor and telling their story through SMM.

In summary, the common thing across the above brand is simple. A successful SMM starts with understanding your audience and choosing a channel that they use most. It is also evident that choosing a style and tone for your marketing strategy is vital and can win you the right followership. Additionally, it helps to try various strategies, measure their effectiveness and focus on one or two that works best for you.

Sourced from Mike Gingerich

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Despite the massive data breach affecting 500 million guests — one of the biggest such ruptures ever — Marriott customer data has not turned up on the dark web, Jason Hill, head researcher at CyberInt., reports, according to Financial Times.

That may be the only good news Marriott is about to get. The hotel chain announced the breach early Friday morning, and within hours it was facing a major corporate crisis.

For one thing, its stock price slid 6% on Friday to $115. It could have been worse, but then there was the predictable filing of two class action lawsuits — at last count.

In one, reportedly filed in a Maryland federal court, two attorneys — Ed Claffy of Chicago and Stewart Bell of Charleston, West Virginia — sued as aggrieved customers, using the law firm of Murphy, Falcon & Murphy.

“Marriott’s failure to employ reasonable and appropriate measures to protect against unauthorized access to confidential consumer data constitutes an unfair act or practice prohibited by Section 5 of the FTC Act,” the complaint says.

In addition, the Blast reports that a $12.5 billion suit was filed by Ben Meiselas of Geragos & Geragos, and local counsel Michael Fuller of Underdog Law.

“For the past four years, 500 million customers expecting a comfortable worry-free stay at Marriott were instead exposed to one of the largest digital infestations in history,” the complaint states, the Blast continues.

Perhaps even more seriously, the FBI reportedly is probing the breach, as are the attorney generals of four states: New York, Illinois, Connecticut and Maryland.

And, as MediaPost has reported, Senator Ed Markey (D-Massachusetts) has called for “comprehensive consumer privacy and data security legislation that requires companies to adhere to strong data security standards, directs them to only collect the data they actually need to service their customer, and creates penalties for companies that fail to meet them.”

Still unknown is whether Marriott will face sanctions under the GDPR. Surely, the Marriott database contains data on EU citizens — and fines from that could dwarf anything that will be meted out in the U.S.

Without assessing blame, one has to wonder: how can such large corporations find themselves in this situation? Are their security systems mere playtoys?

“We don’t yet know the root cause(s) that forced Marriott this week to disclose a four-year-long breach involving the personal and financial information of 500 million guests of its Starwood hotel properties,” writes Krebs on Security. “But anytime we see such a colossal intrusion go undetected for so long, the ultimate cause is usually a failure to adopt the most important principle in cybersecurity defense that applies to both corporations and consumers: Assume you are compromised.”

“Marriott is one of the largest hotel chains in the world,” states Hassan Murphy, managing partner at Murphy, Falcon & Murphy, and a member of the plaintiffs’ steering committee in the breach litigation case against Equifax. “That such a corporation would fail to properly safeguard the highly personal and sensitive information of its guests and customers is inexplicable.”

Murphy adds: “Even more egregious is the fact that Marriott did not discover this breach for nearly four years, and then for months after that discovery failed to tell its customers what had occurred. This conduct constitutes a significant breach of trust and confidence unparalleled in the hospitality industry.”

Bringing this closer to home, such disasters could have a dampening effect on email response.

For example, some people will no longer open an email bill from anyone — they will simply call the company, using the number they have had for years, and pay that way, or send a check to the known address, according to anecdotal evidence.

To recap, Marriott determined on November 19 that the breach, exposing data on reservations made on or before September 10 of this year, had occurred. The data on 327 million guests includes such details as name, email address, mailing address, phone number, passport number, Starwood Preferred Guest account information, date of birth, gender, arrival and departure information, reservation date, and communication preferences, Marriott says.

The chain was alerted on September 8 that an attempt had been made to access the Starwood database in the U.S. Security experts determined that unauthorized access to the Starwood network had existed since 2014. In addition, the firm discovered that an unauthorized party had copied and encrypted data from the database.

The affected brands include W Hotels, St. Regis Sheraton Hotels & Resorts, Four Points by Sheraton, Westin Hotels & Resorts, Element Hotels and Aloft Hotels.

“We deeply regret this incident happened,” states Arne Sorenson, president and chief executive officer. “We fell short of what our guests deserve and what we expect of ourselves. We are doing everything we can to support our guests, and using lessons learned to be better moving forward.”

But, to put in perspective, JP Morgan analyst J.P. Greff told Barron that while the timing is unfortunate, “our general view is that any damage done to Marriott’s brand longer-term will likely be minimal, if at all, as the breach isn’t as dire as last year’s Equifax breach, and the company took quick action, and consumers are growing somewhat numb to these events.”

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Sourced from MediaPost

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We’re stuck using outmoded concepts such as segmentation and demographic groups, when what marketers should be seeking is a prospect’s mood or mindset.

If there’s anything the recent past has reminded us, it’s that feelings still trump considered thought. This is also true for advertising, but not in the way you might think.

The marriage of ad and tech has brought some amazing advances. But as we move to the future, does that mean we’re also doomed to repeat the mistakes of the past?

The CPM pricing model we still use today is a direct handover from the world of print and TV. And we still use it, even though ads are more often bought and sold one at a time in programmatic marketplaces these days.

Maybe that’s a minor point. But what if the entire basis of programmatic were also based on an old, outmoded idea? Even as we’d inherited and hadn’t even noticed it, the ghost is at the programmatic feast.

Outmoded targeting ideas

We forget, but the process of segmenting and targeting users based on demographic or other personal data stretches back to the 1920s, arguably even further. Even if today’s proxy is 3rd party cookie collection instead of product or program type, the idea is ultimately the same.

And what of the results? While much of the talk in advertising right now is around AI and machine learning, the focus of so many data scientists is still to deliver more segmentation, personal targeting, 3rd party data and retargeting. In other words, a faster horse for profiling and categorizing people into pre-set groups. Whatever you call it, your PhDs are ultimately still operating under the same principles as when Mr. Ed ruled the airwaves.

But the problem is not the age of demographic targeting so much – as a technique, it has stood the test of time remarkably well. The question is whether the practice is truly suited to the way we consume media right now. Especially as many advertisers now use the same targeting tactics at any given moment of our online lives.

For a comparative view on the limitations of demographics, consider the marketing world’s obsession with Millennials. At first, it seemed like a necessary way of understanding a certain age group. But hundreds of takes and research pieces later, a category that includes everyone born from 1980 to ’95, or even the early zeros, seems to lose much of its sense or meaning.

With the possible exception of social media, few marketing tactics have played to online’s key strength – it is live, real-time and immediate. Instead of making assumptions about past actions and repeatedly revisiting them, we could be continually revising those assumptions instead: building and optimizing campaigns around peoples’ moods in the moment.

Mood targeting

Image of smiley faces and frowny faces illustrating different mood states

The advertising industry talks incessantly about making emotional connections with people. Witness the latest buzz around brand purpose (admittedly amid much scoffing on the sidelines) for just the latest example. Isn’t it curious, then, that, up to this point, we’ve hardly at all discussed the role mood and feelings play in an online context?

Perhaps it’s because the general dialogue around advertising has shifted so far from the heart to the head. Segmenting people into neat boxes appeals to our sense of order – in fact, it seems the peak of logic. But what about when everyone goes down this route?

There are plenty in advertising calling for a complete rethink. Whether it’s industry leaders, big tech or the public, online advertising certainly has its share of detractors right now. Post-Cambridge Analytica, at least one academic has even made the case that legally, the whole industry should be dismantled completely.

Much of this ill feeling can be pinned back on the flipside of that cold, logical attitude – the mechanistic approach that dominates programmatic. One that doesn’t account for mood, so invariably ends up annoying people instead – like a robot answering service that keeps redirecting you back to its main menu.

Gallilean tactics

Another way of understanding our predicament comes from author and former tech exec Jay Acunzo.

image of Jay Acunzo

Author and speaker Jay Acunzo

In a post on Medium, Acunzo describes the currently dominant view of how to use data:

“You understand today or try to predict tomorrow by pulling from things you assume to be absolutes, all of which were learned yesterday.”

The advantage here is that it doesn’t require very much effort and produces reasonably successful results. The alternative, Acunzo says, is to:

“Isolate a variable and test it specifically. This recognizes that generalities are dangerous and that CONTEXT is everything. So you better test and learn in today’s context.”

This applies neatly to the current and potential future uses of online advertising, too. To be truly effective, as well as more aligned with peoples’ online experiences, we should optimize based not on past assumptions, but on present mood. And that means continually adjusting media buying to the content that matches best with your message.

This may at first sound like heresy — especially for a congregation so used to hearing the gospel of segmentation and personal targeting. But let’s also recall the triple threat of ad blockers, browsers like Safari and Firefox blocking trackers, or indeed the still-developing fallout from GDPR.

Instead of using cookies and pre-recorded user segments as proxies for the right audience, it’s time we hooked into real-time reactions instead. They’ve always been a huge factor in TV campaigns. Why then forget what could be such a key factor in online advertising’s success?

How brands can embrace mood

  • Especially around data, brands need to go beyond the generic metrics that analytics providers, and software in general, spit out. In his article, Acunzo cites the example of an airline that notices vegetarians are less likely to miss flights. But targeting this specific group would, it turns out, be a misstep – on closer inspection, it is any passenger that customizes their order who is more likely to turn up for a flight, not just that small subset.
  • The same applies to online advertising. Establish approaches that are different from the crowd, but relevant to your industry and niche. Previously, testing might have taken place around ad timing, segment, intent etc. To tap into mood, turn the lens from audience to focus on different media, content types and even specific pages instead. A number of publishers are also actively looking into, or already offering mood targeting as an option.
  • Mood is fleeting, and in the moment – whether it’s in social media, analytics, CRM or optimization, as far as possible look for ways you can test, learn and act in real time. And this doesn’t just apply to desktop or mobile display. While parts of the marketing world still argue the benefits of one medium over another, all the research points to an accumulator effect for campaigns that span multiple channels. And remember – we don’t necessarily have to understand the exact mood we are targeting across all of those different channels – instead, it’s about finding ways (probably enabled by tech) that allow us to test for the right mood at scale, then optimize around it.

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With more than 24 years of experience in media, Jacqui Wallis has delivered leadership, strategy and performance for hundreds of brands from inside the agency landscape. During her career, she has worked with both the best of independent and largest agency networks, including Carat and Starcom, and with some of the world’s biggest brands including Apple, Nokia, Deutsche Bank, and SAGA. She now heads up the cutting edge Ad Tech business illuma Technology, delivering a new way to prospect for audiences without the need for personal data.

Sourced from Marketing Land

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  • Sheryl Sandberg’s future at Facebook has become an open topic of discussion in recent weeks.
  • Facebook has stumbled through myriad scandals over the past two years and is facing calls for someone to be held accountable for them.
  • There are good reasons for Facebook to oust Sandberg, its chief operating officer, including that she oversaw the groups at the center of many of the fiascos.
  • But firing her wouldn’t be nearly enough to solve Facebook’s problems — and the problems it poses for society.

With all the turmoil at Facebook, the once unthinkable notion that its star executive Sheryl Sandberg would ever be forced out seems to have become the topic on the tips of many tongues.

Investors are discussing it. Some — including yours truly — have called for it. In recent days, CEO Mark Zuckerberg and other company officials have repeatedly been asked about it.

Even Sandberg, Facebook’s chief operating officer, was said to have felt that she was on shaky ground earlier this year. And that was before the latest revelations about the company, including that it reportedly tried to limit public disclosures about what it had found out about Russian interference in the 2016 US election and launched a campaign to hit back at critics, including the billionaire financier George Soros.

There are plenty of good reasons Facebook should fire Sandberg, starting with the ugly and anti-Semitic Soros smear. But it would be unfortunate if Sandberg alone ended up taking a fall for the company. Facebook’s problems extend far beyond Sandberg, going all the way up to the CEO’s office. Change at the company really ought to begin at the very top.

Sandberg’s and Facebook’s reputations have fallen steeply

That Sandberg finds herself under fire is an amazing turn of events. As recently as last year, she was widely hailed as a feminist and tech industry icon, thanks to her highly influential book, “Lean In,” and her role at Facebook, where she has helped oversee its growth from a young startup to the global giant it is today.

George SorosTapping into well-worn anti-Semitic smear, Facebook’s public-relations firm tried to tar the company’s critics by linking them with the financier George Soros.Sean Gallup/Getty

But the public perception of Sandberg and her company has changed markedly over the past year because of the series of scandals and fiascos Facebook has found itself in. From Russia’s election interference, which the company didn’t detect until it was too late, to the spread of genocide-stoking propaganda in Myanmar, to multiple security breaches and data leaks, including the one to Cambridge Analytica, to the recent revelations about how it targeted its critics, Facebook has had a gusher of bad news to contend with.

Many happened on Sandberg’s watch. The security team was under her purview, most notably while Russia-linked groups used Facebook to spread their propaganda. Though she says she didn’t know about the Soros smear or that Facebook had hired the public-relations firm that propagated it, she oversaw the company’s communications team and effort.

According to The New York Times, Sandberg was the one who spearheaded the general effort to try to turn the tables on Facebook’s critics, and she repeatedly tried to tone down reports about Russian interference in the election.

Thanks to the stream of scandals and Facebook’s responses — which have increased costs and decreased user growth — the company’s stock has been crushed. It’s down 25% in the year to date but off 39% since hitting its all-time high in July.

Speculation is growing about Sandberg’s future at Facebook

Publicly, at least, Facebook officials are standing by Sandberg. At a lunch meeting with journalists on Tuesday, Patrick Walker, one of Facebook’s top executives in the UK, said there was a “huge upswell” in support for Sandberg inside the company. In an interview with CNN later that day, Zuckerberg expressed his backing of Sandberg.

“I hope we work together for decades more to come,” he said.

Mark ZuckerbergFacebook CEO Mark Zuckerberg has publicly expressed support for Sandberg.Photo by Chip Somodevilla/Getty Images

But these attestations of support of Sandberg have the feel of those given by a president right before he ousts one of his Cabinet members. In his interview, Zuckerberg notably did not directly answer the question asked by CNN’s senior tech correspondent, Laurie Segall, which was whether he could “definitively say Sheryl would stay in the same role.” Instead, he mainly talked about the work she’s done.

Those statements from company officials come amid growing discussion of Sandberg’s role and future at the company — and outright calls for her to leave.

The head of Soros’ foundation harshly criticized Sandberg and the company for the smear perpetrated against Soros. The anti-Facebook groups targeted by it have called for the immediate termination of those responsible, which would presumably include Sandberg.

Meanwhile, the CNBC commentator Jim Cramer contended on Monday that Facebook’s stock would go up if Sandberg resigned. And Anthony DiClemente, an Evercore analyst, said in a research note Tuesday that he was fielding a growing number of calls from investors wondering whether she’ll be ousted because of the “drumbeat of negative press.”

All of this may seem to be just outside noise. But Zuckerberg — in an apparently unusual move — reportedly upbraided Sandberg this spring in the wake of the Cambridge Analytica scandal, saying he blamed her for the PR black eye Facebook received for it. Sandberg was said to have been left reeling. And things have only gotten worse for the company since then.

Sacking Sandberg alone wouldn’t solve Facebook’s problems

The company could do a lot worse than to hold Sandberg accountable for its string of scandals. Facebook has failed in spectacular ways in the past two years, and the groups Sandberg oversaw were at the heart of those failures. She drew outsize credit for Facebook’s success. It wouldn’t be unfair for her to take the fall for its failures.

But she shouldn’t be alone. She shouldn’t be its sole or primary scapegoat.

Sandberg answers to Zuckerberg. He fully controls the company, thanks to the voting rights his Facebook shares give him. He can and does direct Facebook as he sees fit.

But more to the point, Zuckerberg is the one who determines how much of the company’s resources and engineering personnel to devote to particular efforts or projects, as Susan Desmond-Hellmann, a company director, recently explained to The Wall Street Journal. Whatever Sandberg’s culpability for the scandals that have befallen Facebook, the buck ultimately stops with Zuckerberg. He too ought to step down.

Chris Wylie London talk Cambridge AnalyticaChris Wylie, the former Cambridge Analytica employee who helped expose the leak of the data of millions of Facebook users to the research firm.Getty Images

Or, since he told CNN “that’s not in the plan,” he should be forced to, perhaps by having Congress abolish the supervoting powers of his shares, which is the basis of his control.

But even that’s not enough. Facebook would pose a threat to society no matter how enlightened and forward-thinking its management. The company itself simply has too much power. It has amassed detailed dossiers on millions of people. It, along with Google, dominates digital advertising and has become a major distributor of news and information.

As has become abundantly clear in the past two years, Facebook has a frightening ability to manipulate people’s attitudes and emotions, as well as spread dangerous and even deadly propaganda both widely and at targeted groups. It’s not just subverting citizens’ privacy on a vast scale — it has the capacity to undermine democracy and civil society as well.

Ultimately, Facebook itself needs to be held accountable for the damage it has caused. It needs to be broken up and regulated.

Yes, Sandberg should resign for her and Facebook’s failures. But that’s only a start.

Feature Image: Sheryl Sandberg, Facebook’s chief operating officer, has faced growing speculation about her future at the company.Drew Angerer/Getty Images

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Sourced from Business Insider UK

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Among the service industries to benefit the most from the AI breakthrough are the Banking, Insurance, Telecom, and Utility Industries.

It is now no secret that Artificial Intelligence is the next big thing. It is set to transform our entire way of life, from how we live to how we work and how we interact with one another.

In fact, we are already seeing some of the effects of Artificial Intelligence in most industries today.

Artificial Intelligence is currently being utilized in a wide variety of businesses and is widely used in many award-winning apps and software in the market, particularly in service industries, the AI role will only continue to rise.

The service industry landscape has shifted to acknowledge the importance of Artificial Intelligence.

Among the service industries to benefit the most from the AI breakthrough are the Banking, Insurance, Telecom, and Utility Industries.

AI in the Banking Industry

3D illustration of a robot hand holding for a generic credit card with NFC technology. Credit card is fictitious. PixOne / Shutterstock.com

3D illustration of a robot hand holding for a generic credit card with NFC technology. Credit card is fictitious. PixOne / Shutterstock.com

The banking industry has benefited massively from the introduction of AI systems, and will only continue to do so.

Some of the areas that have been impacted include:

–         Customer Experience

AI chatbots are all over the place in the banking industry. Almost every major bank has one. These bots have streamlined customer interactions and improved customer experience and satisfaction. App development companies have made it possible for clients to be able to ask for banking assistance and receive it without having to visit a bank at a physical location. This adds a level of convenience that customers appreciate. This is only achievable with AI.

–         Management of Customer Data

The breakthroughs of AI in the management of customer data is outstanding. For example, when JPMorgan Chase’s Contract Intelligence AI was given the task to review their 12000 commercial credit agreements, it managed the task in a few seconds. This compared to the estimated 360,000 hours manual evaluation normally took. The AI has now officially replaced humans in performing this task, freeing up more human resources for other sectors. Today, similar AI can be used to manage emails, articles, phone calls and other legal documents.

–         Banking Security

AI is changing the way banks secure themselves. Cases of money laundering have previously plagued the industry, but this will all soon change. Banks have started seeking tailored AI solutions to help them combat the vice.

AI in Insurance Industry

AI, artificial intelligence, in modern medical technology. IOT and automation. Wright Studio / Shutterstock.com

AI, artificial intelligence, in modern medical technology. IOT and automation. Wright Studio / Shutterstock.com

AI is literally shaking up the insurance industry. Today, traditional insurance and underwriting are being updated to become more efficient and more consumer-friendly through the utilization of AI technologies. Some of the changes we are bound to see more of include:

–         Micro changes

AI is slowly making it possible for insurance companies to access user data and tweak their offers to suit user behaviour. This is only going to be more prevalent in the future. For example, your car sensor may show that you have a history of reckless driving, and consequently, your car insurance rate may increase by 1%. If you are a very good driver, your car insurance rate may drop by 1%. This tweaking not only rewards good drivers but also results in more revenue for insurance companies.

–         Customer interactions

The insurance industry stands to benefit greatly from the advances being made in AI for customer interactions. Soon, we may see app development companies develop insurance apps with assistants that warn you if you engage in activities that could lower your insurance rate, or alert you when you are doing something that could boost your rates.

–         AI May Make Some Insurance Sectors Obsolete

By 2020, driverless cars will be common on our roads. This shift will bring with it many changes to the insurance industry. The much safer cars will lead to a much lower accident rate for example.

Auto insurance may stop being as lucrative, and insurance companies may have to adapt and switch to ensuring car manufacturers as opposed to individual drivers who will see no need for auto insurance.

AI in the Telecom Industry

Chat bot and future marketing concept . Customer hand holding tablet look for ticket and popup out smart phone screen with automatic chatbot message screen , airport background

Chat bot and future marketing concept . Customer hand holding tablet look for ticket and popup out smart phone screen with automatic chatbot message screen , airport background (Photo Credit: www.shutterstock.com)

The Telecom Industry benefits from the advantages of using AI on three fronts:

–         Customer Service and Retention

AI has enhanced customer service in the Telecom industry. The rise in customer service solutions such as chatbots has eased communication between customers and their Telecom companies. This leads to better user experience and satisfaction. AI can also be used as customer service agents, where they interact directly with clients, making the customer service process more cost-efficient.

–         Sales and Personalized User Experience

AI has also helped companies in the Telecom Industry to improve customer retention and boost the amount of revenue earned per user. The immense power of AI can be harnessed to offer personalized product recommendations to clients, assessing the type of call or data packages that suite a potential client pre-sale to increase sale success rates, and analyzing social media, brand image, and customer feedback and offering recommendations to help make the company better.

–         Network Analysis

AI plays a huge role in the network maintenance of Telecom companies. Optimized networks are a necessity today, especially due to increased data consumption. Telecom companies need to adapt and cater to their users’ needs. In the Telecom Industry, AI is being used as a network maintenance solution with a focus on the creation of self-healing, self-learning, and self-optimizing networks. This approach has proven to be future proof and sustainable.

AI in the Utility Industry

Unrecognizable corporate water utility executive managing meter data via advanced metering infrastructure solution. Industry concept for AMI, SaaS, managed services, MDM, IoT, network as a service. LeoWolfert / Shutterstock.com

Unrecognizable corporate water utility executive managing meter data via advanced metering infrastructure solution. Industry concept for AMI, SaaS, managed services, MDM, IoT, network as a service. LeoWolfert / Shutterstock.com

 The Utility Industry is already gaining a lot from the application of AI technologies. For example, AI is being used in:

–         Yield Optimization

In the utility industry, total yield equals total revenue. An increase in total yield usually means an increase in revenue. The application of AI technologies has led to optimized yields. For example, in the power production sector, power generation efficiency can be optimized by using real-time adjustments across their assets to maximize output while minimizing resource use.

–          Predictive Maintenance

Maintenance is a huge deal when it comes to the utility space. With the help of AI, drones equipped with deep learning algorithms can be deployed to help automatically identify defects and potential failure points, predicting when maintenance will be needed. This does away with costly and inaccurate manual inspections.

–         Customer Insights

AI can be used to help utilities maximize margins and minimize consumption. They can also help craft individual customer offers or deals on their services that will allow utility companies to gain new customers, create a larger user base and boost customer loyalty.

By 

  • Rilind Elezaj is an experienced Digital Marketing Specialist with a demonstrated history of working in the marketing and advertising industry. Rilind possesses a strong entrepreneurial mindset and has devoted his career to enhancing the sphere of digital marketing. In his methodological approach, Rilind integrates web development and other digital marketing solutions to create hybrid strategies that bring the best results.

Sourced from TALK IoT

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The expansion of the digital realm has been fuelled by digital advertising, but increasing numbers of internet users are the reason this fuel exists. As the global audience has moved behind their computer screens, brands, companies, and services have followed, using digital aids to hone their engagement.

The problem is even though advertising online can be far more niche and focused, it can also be falsified and fraudulent. Those companies looking to advertise digitally are paying for certain levels of engagement, seeking numbers which they pay dearly for.

However, being online means that there is a multitude of ways in which these numbers can be falsified and fraudulently submitted. Ad farms, pixel stuffing, botnets, ad stacking are all tools of the advertising fraudsters who are looking to exploit a system lacking in transparency.

That is a keyword in the fight against advertising fraud – transparency. At first, brands and companies rushed to be online when it was apparent that is where the audience was, but as they have become savvier and assured in the space, their demands have become more calculated.

Hitting the numbers desired, and paid for, is one thing, but companies are also looking for proof and assurance that those numbers are being hit, and not fraudulently so. However, the standards of online advertising transparency are grossly inadequate as it stands.

Ad fraud is costing an estimated $3 million to $5 million per day from advertisers who are forced to believe and accept what the publishers are telling them is happening on their sites.

Because there is this desire for transparency in the online advertising ecosystem, one has to look at what blockchain technology can offer regarding addressing these issues. There are already overly-ambitious projects wanting to cut out the entire intermediatory ecosystem of the advertising space, but this is hardly plausible.

However, there is no doubt that at some level, blockchain and its transparency can help aid in reducing the high level of digital fraud taking place all the time in advertising.

Fighting a battle

The advertising revenue fraud that exists currently is of a large magnitude, but also something that is well documented. Google recently cracked down on a multi-million dollar ad fraud scheme that was utilising over 125 android apps.

Google uses several filters and machine learning models. It also collaborates with advertisers, agencies, publishers, ad tech companies, research institutions, law enforcement, and other third-party organisations to locate potential threats. However, even with all this effort, the crux of the matter is the lack of transparency.

It is the relationship between publishers and brand/companies that need to be addressed at the grassroots level, not the problems that come after this then need to be fixed, as is Google’s directive currently.

“A lack of standards and requirements around reporting has led to a speculated $120 billion of media spending under review due to trust and transparency issues,” explains Anda Gansca, CEO and co-founder of analytics platform Knotch.

The information that brands get back from publishers is often misconstrued or intentionally fraudulent, leaving the companies with no other choice but to accept the number provided by said publishers.

There are many problems associated with these relationships in online advertising, especially when one starts to take into consideration the agencies that play their role in between the parties too, but the issue of transparency is reaching a crescendo.

“Three main conditions contribute to a waste in advertising spend,” Daniel Trahtemberg, Founder and CEO of Zinc, a blockchain advertising protocol company, explains. “First is lack of a reliable and trusted settlement layer between all the businesses involved – advertisers, agencies, exchanges, networks, publishers, and so on – so there’s no single source of truth for any of the players to rely upon.”

“Second is a lack of user data control, privacy and accuracy. Also, third: fraudsters leverage the flaws mentioned above to turn a profit, exponentially increasing their impact.”

A blockchain catalyst?

As the system stands, brands and companies know they need to be online to get to their audience, and they can only do this by engaging with publishers who have the right market for them on their sites. All this leaves the power in the hands of the publishers and allows them to call the shots.

Fraud, and falsifying numbers when in the pound seats, is easy. Moreover, this is why transparency is the key to change this dynamic. “Dialogue and education are necessary, but we are also in desperate need of concrete steps that brands can take to take the reins of the content marketing funnel and make the internet a better place,” Gansca adds.

“There is an energy around transparency, around honesty and the true best interest of all parties this year that I have never felt before. Marketers are ready and excited to move toward a controlled balance between the digital buyer and seller,” said Gansca.

So, can blockchain be the answer for this required transparency? Many blockchain companies have taken wild swings at restructuring the whole advertising revenue space, but this honestly cannot work just on the back of blockchain alone.

“The digital advertising ecosystem is comprised of a bunch of technologically specialised businesses that have developed solutions over time. A lot of new companies operating in the digital advertising industry are aiming to “cut out the middleman”, which I think is completely opposed to the decentralised vision of a blockchain ecosystem,” Trahtemberg said concerning the overly-ambitious ICOs and startups aiming for this ecosystem.

“Any application that proposes a solution that is aiming to be the one stop shop for all advertising needs: from the buying of the ads to communicating with the user, including the user’s demand for free content. They’re essentially telling you they are aiming to be a bigger monopoly than Google and Facebook combined – as they will be the single supplier of everything to do with online advertising.”

This approach that blockchain can disrupt and recreate an existing system is far too overhyped, and most of the time, entirely false in the current climate. Trahtemberg explains the system itself does not need to change, but an additional layer of the blockchain, with its transparent nature, could assist greatly.

“I do not think that we need a new model of digital advertising – as all the related services are not going to be solved magically by using blockchain,” Trahtemberg said.

“Advertisers will continue to need support from agencies to manage their budgets, generate ad units and creatives; demand side platforms will continue to place bids on exchanges to get supply from supply side services that help publishers and app developers manage and optimize their inventory; networks to allow publishers to have a technological layer to monetize ads and manage their digital real estate; in other words: right now, every piece in the digital advertising industry puzzle has a function.”

“If one of those specific functions gets obsolete, it will just disappear or get consolidated… using Blockchain as an infrastructure layer will allow all these applications and services to run in a trusted, transparent and verifiable way.”

Overly hyped

It is easy to get overly excited about the potential of blockchain with its ability to aim at many different sectors – including online advertising. However, one should instead be looking at its core structures; decentralisation, transparency, and immutability, and seeing where these beneficial processes of blockchain can be used.

As Trahtemberg explains, there is already a structure for online advertising that works; it just needs a few kinks to be worked out. Moreover, as Gansca states, one of those kinks is the lack of transparency.

The usage of blockchain in the online advertising space has enormous potential, but that potential should not be taken out of context. The blockchain space is still very nascent and experimental, for an entire advertising market, of such magnitude, to be predicated on this technology would be catastrophic. However, to utilise the technology to ensure transparency could revolutionise the space with little disruption.

Feature Image Credit: Getty

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I am an award-winning journalist that has covered a variety of topics from finance to economics, technology, and even sport. With the emergence of Blockchain technology and the rise in popularity of cryptocurrencies I have focused my efforts towards this fascinating and impo…

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Sourced from Forbes

By Jessica Davies

Three months ago, four ad tech vendors flagged that they had identified fake consent strings. Consent strings are generated by a publisher’s consent management platform and passed back to all that publisher’s digital ad partners to show which impressions have user consent for personalized advertising, and which don’t. It seems the issue hasn’t gone away.

For the latest instalment in our confessions series, in which we trade anonymity for candor, we spoke to an ad tech executive who is frustrated that consent-string manipulation is potentially costing its business hundreds of thousands of pounds.

Excerpts lightly edited for clarity and flow.

How big a deal is consent string fraud?
It’s cropping up in a lot more conversations. Certain demand-side platforms are looking for consent-string anomalies by checking the different consent strings that come through different exchanges for the same domains. Those exchanges that look like they have lower levels of consent than others are being flagged by the DSPs as anomalies, but the irony is that those that stand out may not be the anomaly.

How are they not anomalies?
The exchanges that appear to have lower volumes of consented requests are only looking that way because they’re not tampering with the consent strings. The real anomalies may be those who don’t look like they have been affected, because it’s likely they’re altering the strings, or potentially behaving in a more nefarious fashion.

Are there different kinds of consent-string fraud?
Yes. We see two main types.The first type is due to a lack of interoperability between the consent strings being generated by Google’s CMP, and those that are generated via CMPs in the Interactive Advertising Bureau Europe’s GDPR framework, which use the IAB consent string. Each code is generated to do the same thing — to show a publisher’s ad tech partners which impressions have consent attached or not — but they use different codes and although everyone would like them to be interoperable, they’re not. Some DSPs don’t even know how to read the Google consent-string version. Therefore some vendors may be manipulating the strings so they can work in either environment.

That seems kind of understandable.
It is is some ways, but it’s a frustration for any exchange that’s following the rules because it puts them at a massive commercial disadvantage. We’re sticking to the IAB’s rules, but it is hurting us to do so. Those exchanges that aren’t altering them, like ours, are then hurting commercially as a result because we’re not able to monetize the same volume of inventory. Those that are tampering with the strings, are hurting less. There isn’t much visible enforcement yet from the IAB on this.

How much are we talking about being lost here?
Potentially hundreds of thousands of pounds.

What about the second type of fraud?
Some of the more murky stuff isn’t visibly happening among the tier-one vendors, but more likely with the tier-two and-three vendors and the mid to long-tail publishers. I know of one that gives publishers an option like: “tick this box if you have consent but are not using an IAB CMP,” and then the exchange is creating a string to look like they do have IAB consent from a CMP.

What does this mean for your business?
Because some of these more nefarious activities are likely to be more prevalent in the smaller exchanges, the actual impact may not be huge. There’s potentially a larger impact from anyone who is converting consent signals from one framework to another. But I see it being something we will continue to have to look into and troubleshoot well into 2019.

Are these just teething issues?
There are still technical examples of consent strings not being properly transmitted. And that’s not necessarily because of shadiness, but due to how complex our ecosystem is — there are lots of ways publishers connect to demand through containers, header bidding, tags — some things just get lost along the way. It will be extra work to ensure appropriate consent strings are passed through in the right way, and in a way that can be read.

How can this be stopped?
The problem with coming down on this issue is that it will cause pain through the value chain. It’s a little like the wider issue with ad fraud — not many businesses are incentivized to completely clamp down on it because everyone’s motivations are commercial. No one gets a bonus for being legally compliant, they get a bonus for hitting their numbers. Really, the only businesses with the incentive to want to remove fraud entirely are the advertisers because it’s their budgets.

By Jessica Davies

Sourced from DIGIDAY UK

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Our current digital environment is arguably more about attention than information. We have more information than we know what to do with and we can access it nearly all the time. What we consume is less dependent on what’s available and driven largely by what can win and hold our consideration. Such was the focus of, “Entertain to Sustain: Where Entertainment & Social Good Meet,” a panel co-hosted by the Ad Council and our social/digital agency Situation Interactive, on Wednesday, November 14th.

In a conversation moderated by Katie Deighton, Laura Matalon, Owen Baker, Sheri Klein and Tom Lorenzo discussed the blurring line between advertising and entertainment, the role of entertainment in championing social good causes and the balance of promoting social good work. Catch a couple key takeaways below.

Moderator:

Panelists:

  • Laura Matalon – Chief Marketing Officer – Hamilton: An American Musical
  • Owen Baker – VP, Client Services – FOX Networks Group
  • Sheri Klein – VP, Campaign Development – Ad Council
  • Tom Lorenzo – VP, Creative – Situation Interactive

1. The Medium Doesn’t Matter, Storytelling Does

When asked about the entertainment industry’s role in tackling social good, all four of the panelists emphasized that great storytelling always wins. Each agreed that effective social good marketing isn’t reliant on a particular medium but common among all memorable campaigns is strong storytelling.

Own Baker (Fox) shared that, “Great storytelling commands attention and resonates with people at a gut level,” a key component to getting a consumer to care about an issue. Whether you reach consumers through a television commercial, a printed story, a movie or out-of-home advertising a brand’s ability to tell a compelling narrative will make or break a campaign.

Sheri Klein (Ad Council) echoed this sentiment in saying that the Ad Council’s model of advertising for social good hasn’t changed but the ways we reach audiences has. Take for instance, the Love Has No Labels campaignwhich recently launched the Ad Council’s first original, short film.

2. Authenticity Wins Every Time

We’ve reached a point where social good work is no longer an optional extracurricular for brands but a requirement. In fact, 88% of consumers believe that companies have the power to influence societal change. Aside from delivering quality products/services, brands are now expected to take a stance on social and environmental issues. An expectation that has resulted in very public successes and missteps.

Laura Matalon shared that Hamilton is selective about the causes it chooses to associate with and only chooses ones that align with its brand. The musical centers on American history and thus champions issues relevant to Americans, such as voter participation.

Situation’s Tom Lorenzo shared that, “Beyond supporting causes, it’s about supporting ideas,” meaning that brands that come across as authentic in progressing social good efforts aren’t doing so on an ad hoc basis. To make a strong impact and impression, brands should then focus on bigger ideas like messages of empowerment and equality that transcend any particular cultural moment.

Food for Thought

To close out the panel our speakers were asked, “If money were no object and you could solve one issue at your company or in your industry at the snap of your fingers, what cause would you champion?” Sheri Klein (Ad Council) chose industry wide diversity. Owen Baker (Fox) picked elevating women. Tom Lorenzo (Situtation Interactive) said social good as something not added in, but as a core part of every company. Laura Matalon (Hamilton) shared with a chuckle, “Have Lin-Manuel Miranda run for public office.”

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Sourced from AdLibbing

Sourced from BusinessNewsWales

Rising costs, overheads and rates, in line with the growth and convenience of online shopping has presented the traditional bricks and mortar retailer with some very real and serious challenges, as we’ve recently seen with the high-profile woes at Debenhams and House of Fraser.

So, does this mean the end is nigh for these types of business, or is it a case that, in order to survive and thrive, they are going to have to adapt to the modern retailers’ expectations?

The Experience Economy

Online shopping provides a level of convenience that that physical stores really would struggle to compete with. Searching, finding and selecting a pair of jeans via a laptop in your living room is a lot easier than wandering up and down overloaded clothes aisles, seeking the pair you want, in the size you need.

In which case, the department store needs to find another way to incentivise the customer into the store.

A lot has been written in recent times about how society is placing increasingly higher value on the ‘experiences’ over commodity items. And this is something that the high street store can still offer.

Returning to the classic notion that a visit to a department store should be an event, something that is enjoyable in and of itself, rather than simply as a means to buy stuff, might be the pathway to incentivising shoppers across the threshold.

Retail as a leisure activity.

It’s by no means a new concept, but is it a case that it’s a concept that stores have abandoned in favour of less-appealing environments where the focus was all on the mighty pound?

Debenhams have already grasped the nettle, looking towards experiential retail as a way of turning their fortunes around. Their latest store in Watford, offering such things as a beauty salon treatments, and even a Gin Bar.

Bringing Personal Shopping into the Mainstream

The traditional view of personal shopping is that it’s something of an exclusive service, reserved for the big-spending VIPs.

But why should it be so?

If there is a case for making in-store experiences more memorable, then there is certainly a case for broadening the personalised service customers can receive in-store.

After all, the Amazon effect of remembering our purchases and offering personal recommendations is an expected part of the online experience – so why not replicate this with an in-store equivalent?

This might be providing customers with a simple way to book an in-store appointment online, using the booking journey as a way to gather information about the client such as favoured styles, clothes sizes, maybe even their preferred tipple, to ensure the experience is enjoyable and catered to their tastes in the store.

What could this achieve?

  • A good experience for the customer feeding into greater brand loyalty
  • Personal information gathered when a booking is made can empower the in-store staff to tailor the offering to the client, encouraging greater revenue opportunities.
  • Personal shopping can generate 4 TIMES more than the average walk-in customer
  • Data insight for personalised marketing online and offline in the future

The worrying risk of store closures and the loss of jobs is clearly very real on the UK High Street in 2018. It’s reflective of high costs and changes to the way we all shop and indeed live our lives.

The traditional retailer has some challenges and will have to make some tough decisions and changes to the way they operate in order to meet them. Moving towards a more leisure oriented in-store experience is certainly a means to help encourage more people back into the store. In conjunction with this is the need to create a more personalised experience for the customer, consistent across online and offline channels, through intelligent capture and application of data, and greater focus on in-store appointments, consultations and events to help generate greater loyalty to the brand and higher spending customers.

Article written by Gareth Rees Jones, Managing Director of thinkBooker, an online booking and scheduling system that allows retailers to join up their online and offline channels to improve customer experience.

Sourced from BusinessNewsWales